Optimising the HR Delivery Solution Bill Farrell Pricewaterhouse. Coopers
Agenda § Shared Services - optimal solution ? § The Key HR Delivery Channels § Positioning technology in the delivery model § Where to next § Group Exercise 2
Why change the HR delivery model ? § Reinvention - the HR value Proposition § Cost Reduction § New Generations § Information Pull § Technology Push 3
Optimising the Delivery Model Current Performance Service Delivery • Cost Effectiveness • Service Level • • Shared Services Self Serve Line management Technology • Capability Strategic Relevance and Impact Lev el • Operational Dependence • Supporting the • Centrally business • Regionally • Innovation • By country • By BUs • Whole-sale outsourcing • Buy In/Vendor Manage • In Source Location 4 Supply Source
Strategically HR needs repositioning…. . . 10% Strategic Planning 30% Customer Service/Consulting Administration 60% 30% Customer Service/ Consulting Administration 60% 5 20% Strategic Planning 60% Customer Service/ Consulting Administration 20%
Recent research shows HR organisations are predominantly traditional and administrationbased 80% 67% 60% 63% 62% 54% 43% 40% 42% 20% s a Fin nc ial s ce rvi se n ina F ls cia ce rvi e y s m’ co le Te y g olo hn ec T Source: Pw. C HCS Survey 2001 6 Te ch g olo n rt Tra n o sp
HR shared services has led to cost reductions 160 140 HR support staff FTE ratio for HR departments with and without shared services >5, 000 employees 145 120 100 80 60 40 Employees per HR support staff FTE 20 0 Shared services No shared services Source: Pw. C HR Benchmarking Survey 2000 7
The Key HR Delivery Channels
HR Shared Services delivery model § Lean § Corporate policy § Corporate strategy Group § Lean § Bulk of resource for support functions § Service culture toward Corp/BU’s BU § Decision support specific to the BU § Business analysis specific to the BU Shared Services § Advisory Support § Specialist Services to be shared across organisation § Transactional processing 9
HR Delivery Channels Group HR BU HR Line Mgr Business Unit Call Centre Specialist Talent Management HR Admin Employee Self Service 10 Shared Services
The roles of BU HR versus Shared Services Strategic need Cyclical HR processes, driven by corporate objectives Strategic Need Planned HR interventions, addressing critical Corporate and BU specific needs Administrative HR activities driven by employee life cycle needs Specialist HR Services, requiring expert design, interpretation and advice Capability 11 Business Unit Typically embedded in business unit Shared Services
Understanding your customer, is key to successful delivery Corporate Business Unit Managers Employees 12
Process example - recruitment and selection GHR BU Shared Services Recruitment Policy Define strategy and job requirements Candidate Management Interview and Selection of Candidate New Hire Admin. New Starter Orientation End To End Process Design 13 § Advertising § Short listing
Optimising the HR delivery Model The optimal service delivery model for an organization may include some combination of SELF-SERVICE, SHARED SERVICE, OUTSOURCED SERVICE, all accessible and branded through a portal. 14
Technology
B 2 E’s Brief But Important History A year ago: ‘B 2 E’ = B 2 Employee and was all about web-enabled HR functions Several months ago until now: ‘B 2 E’ = B 2 Enterprise Evolving into: ‘B 2 E’ = B 2 EVERYTHING B 2 E is the platform for a new way of working more efficiently, more effectively, more productively, 16
What Is B 2 E? § A single channel for communicating with employees— instantly, consistently, globally. § A platform and vehicle for a new way of doing business, where employees can access information anywhere, anytime. § A link for employees with customers and suppliers, internal teams, tools and work… maximum flexibility and increased productivity. 17
People prefer the web Inquiry HR Online Call Center Verify Employee Data 16, 385 Hits 29 Calls Compensation 15, 815 Hits 14 Calls Salary Adjustments 15, 815 Hits 19 Calls Salary Ranges 3, 802 Hits 1 Call Stock Options 3162 Hits 9 Calls Leadership Development – Performance Management 1, 675 Hits 1 Call US Savings Bonds 1, 341 Hits 8 Calls Profit Sharing 1, 206 Hits 1 Call 569 Hits 3 Calls Holidays 18
The Savings are Well Proven Company On-Line Service Sprint Employee Data $20/yr Olin Pay statements $9. 25/yr HP Policy Manual $9. 75/yr F/S On-boarding $42. 51/yr Pw. C Travel reservations $34. 5/yr Energy Co Web server consolidation $16. 30/yr E-Services Co Training Administration 19 Savings /Employee $70. 90/yr
Implications § HR Capability § Clearly Defined Touch Points § Technology as enabler, make it easy to use - think access § Process Consistency and Simplification § Technology Push § ‘eat your own dog food’ 20
Discussion Points
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