HR Shared Services Expansion. SSON Shared Services Learning Series

Transcription

1 HR Shared Services Expansion SSON Shared Services Learning Series 2011

2 Agenda I. About ScottMadden II. III. IV. Expansion is Good Service Expansion Strategies Executing the Service Expansion Copyright 2011 by ScottMadden. All rights reserved. 1

3 I. About ScottMadden

4 About ScottMadden Decide Design Build Improve Strategy development and integration Benchmarking High-level business case Change management Service delivery model Detailed current state, future state, and business case Sourcing model Organization design and staffing Change management Project planning and management Service/transaction center Process redesign Technology design, selection, and support Change management Process improvement/cost reduction Operations/ technology assessment Benchmarking Customer and employee surveys Change management Service expansion Finance & Accounting Our Functional Expertise Supply Chain Management Real Estate & Facilities Engineering Services Human Resources Information Technology Multi-Function Administrative Services Copyright 2011 by ScottMadden. All rights reserved. 3

5 II. Expansion is Good

6 Benefits of Shared Services Reduce Cost (20% to 50%) Improve Service & Enable Scalability Standard Processes Issue tracking & closure Performance Metrics Common model for expansion Control Cost Aligns skill set with work type Eliminates redundant labor Tracks service usage/costs Economies of scale Automation of processes Gain Control & Leverage Data Data centralization Improved reporting & analytics Improved compliance Better decision making Focuses on demand mgt. Companies can achieve all three, but can design for quicker results on any one. Copyright 2011 by ScottMadden. All rights reserved. 5

7 Advantages and Disadvantages of Growth Advantages of Growth The shared services model works Improves service delivery Lowers total costs Economies of scale Synergies (e.g., on-boarding of new employees) Standardization of processes and elimination of redundant processes Shared technology Shared management and administration Cross training Disadvantages of Growth Investment requirements up-front costs to transition and centralize technology, staff, equipment, and facilities Additional bureaucracy Size can hamper responsiveness Requires broader technical expertise at the top to manage additional functions Perception of kingdom building Potential impacts to employees currently performing the work Additional advancement opportunities for shared services employees Improved customer service Contact center Key account management Allow business units to focus on core processes Copyright 2011 by ScottMadden. All rights reserved. 6

8 III. Service Expansion Strategies

9 Expansion Strategies Horizontal vs. Vertical Growth Additional customers Horizontal Growth Additional business units within each company New geographic areas New states, regions, countries, etc. Global shared services centers Support to other companies (external sales) Plant Chemistry Supervisor Shift Techs Nuclear Operations Manager Chemistry General Supervisor Chemistry Technical Services Principal Chemist Chemical Analysts Waste Management Supervisor Rad Waste Shipping Environmental Vertical Growth Additional services HR services Recruiting support Training and development Labor relations Vendor management Relocation support Travel & expense reimbursement HR Information Technology support HR applications support HRIS report requests Cross-functional services Litigation support and coordination Communication services Environmental, health and safety Regulatory compliance Real estate Facilities Copyright 2011 by ScottMadden. All rights reserved. 8

10 Vertical Growth Adding New Services Use a standard process and tools to evaluate and justify the addition of future services Analysis should include alignment with strategy, resource impact, impact on call quality (e.g., average speed to answer), ability to leverage the service among all customers Set necessary sign-offs required to add a service Set standards to which candidate processes or services must adhere Typically, the service center will want an incoming process cleaned to a certain level before it assumes responsibility The service requestor should include the following with each new service request: Submitted by Describe the proposed service or services to be transitioned and provide the appropriate process flows (current and proposed future state) Current service owner (function, name, title) Positions performing the work today (position titles, FTEs) Customers of the service (who and number of customers) Systems or technology used to perform the service today (list and describe how used) Current performance measures used (list and note current performance) Current work volumes Describe nature of work volumes (steady, cyclical, peaks, etc.) Proposed timing for transition of service to SSC Copyright 2011 by ScottMadden. All rights reserved. 9

11 Vertical Growth Adding New Services (Cont d) The service is provided to more than one business unit 1 = More than one business unit 2 = Most of the business units in the company 3 = All of the business units in the company The service is transactional in nature 1 = Work is non-transactional 2 = Some people doing similar, repetitive tasks 3 = Many people doing similar, repetitive tasks Change management impact 1 = Significant change management is required 2 = Some change management is required 3 = Minimum or no change management is required Overall effort to implement 1 = Complex implementation (months to implement) 2 = Simple implementation (weeks to implement) It is not core to the business unit 1 = Function is considered a core operation 2 = Function is not a core operation Service satisfaction level 1 = Business unit customers are fully satisfied with current service levels 2 = Business unit customers are somewhat satisfied with current service levels 3 = Business unit customers are dissatisfied with current service levels Training Vendor Mgmt. EH&S Bonus Admin Copyright 2011 by ScottMadden. All rights reserved. 10

12 Vertical Growth Adding New Services (Cont d) Track the new service requests that have been submitted to the shared services center Assign scores for each of the evaluation criteria Sum the scores and prioritize the expansion opportunities Determine the services to include in the shared services expansion Execute the service expansion! Candidate Services / Activities HR Shared Services Expansion Tracking Tool (Example) Service reach? Transactional in nature? Core to the business? Current satisfaction levels? Change management impact? Overall effort? 1 Service award vendor administration Severance / separation packet creation Tuition reimbursement administration Bonus administration Leave of absence management support New hire orientation tracking Professional licensure / exam administration Contingent worker (contractor) administration Code of conduct training administration Environmental health & safety reporting Total Score Copyright 2011 by ScottMadden. All rights reserved. 11

13 IV. Executing the Service Expansion

14 Key Steps to Executing the Service Expansion Step 1: Establish a baseline Current State Consolidate all current state processes included in the new service request submission Review the technology used to perform the service today Evaluate the current organization design / staffing levels Determine the costs required to perform the service today Step 2: Identify improvement opportunities Future State Document process improvements / improved use of technology Identify Service level improvements Demonstrate organizational streamlining where available Estimate cost savings for implementing the new service Step 3: Develop the business case Identify stakeholder groups and design communications and change management strategies for each group Clearly document and communicate the assumptions underlying the business case Continue to update the business case as facts and assumptions change Include both quantitative and qualitative support Copyright 2011 by ScottMadden. All rights reserved. 13

15 Key Steps to Executing the Service Expansion (Cont d) Step 4: Develop the service transition & training plan Determine what activities move, what activities stay and the timing of the transition (Stop / Start / Continue plan) Include training topics for future state Operational process changes Telephony / IVR training impacts Case management impacts HR portal or knowledgebase updates Identify training audiences Service center Directors and Managers Service center representatives HR Business Partners Centers of Expertise Employees and managers Align training timeline with the service expansion timeline Training preparation Business simulation Hire and train new personnel Begin transitioning work Copyright 2011 by ScottMadden. All rights reserved. 14

16 Key Steps to Executing the Service Expansion (Cont d) Step 5: Measure the results Perform on-going measurement of customer satisfaction Monitor stakeholder satisfaction Track and report metrics performance Update the business case Take corrective actions where performance falls short Celebrate successes! Copyright 2011 by ScottMadden. All rights reserved. 15

17 Contact Us For more information on Shared Services Expansion, please contact us. Benjamin Foster Managing Associate ScottMadden, Inc Piedmont Rd, Bldg 10 Suite 805 Atlanta, GA Phone: Copyright 2011 by ScottMadden. All rights reserved. 16