Lunch Seminar for SMARTER Leaders (Light)• Smarter Operating Model Improved service level to...

Copyright © 2018. All Rights Reserved. The University of Hong Kong 1

Lunch Seminar for SMARTER Leaders (Light)

Updates on SMARTER@HKU Programme

November 13, 2018


Updates on

SMARTER@HKU

Programme


SMARTER@HKU

Modernisation of Professional Services

Key Driver to become Asia’s Global University by 2025

Reduce Bureaucracy Increase Efficiency Increase Satisfaction Generate Savings

Benefits


Smarter Operating Model, Process Reengineering, Category ManagementApril – July

2018

August – October 2018

Detailed Project Charters (clear goals, timelines, benefits

& resources required business case)

November

2018

• Business Cases

• Resources based on strength of business case

SMARTER@HKU

Detailed benefits* from each TF Total Programme Benefit

[work in progress: $200M in 2 years from July 2018]

*Each targeted benefit will be tracked as implemented

Benefits:

save time, quality, $ savings, save effort

Copyright © 2018. All Rights Reserved. The University of Hong Kong

Smarter Operating

Model

Smarter Organisation

& Management

Smarter Useof the Market

Smarter Space Management

Wave I

IT Organisation& Processes

Subsequent waves

FinanceOrganisation& Processes

HROrganisation& Processes

FacilitiesManagement

Category Management

Procurement Organisation

Organisation & Management

Student Services Organisation& Processes

StudentResidences

StaffQuarters

Space Utilisation

Performance Environment

Campus Catering

Sustainability

12+2 Building Blocks to build excellence

in HKU’s professional services


Updates on

Building Blocks


HR Organisation and Processes

Save TimeQuality of Service Save Cost


Human Resources Organisation and Processes

Improvement Initiatives Value to be realised Launched

• Smarter Operating Model Improved service level to customers Reduced time and effort through the optimised organisation

• Talent Acquisition System Speed up the selection and interview process Reduced effort on administrative work Improve the overall experience of applicant and hiring department

✔

• Professoriate Appointment Process Streamlining

Reduced overall lead time Improved candidate offer acceptance rate Reduced effort on administrative work

• Professional Service Appointment Process Streamlining

Reduced overall lead time Improved candidate offer acceptance rate Reduced effort on administrative work

• On-Boarding Process Enhanced staff satisfaction Improving consistency across the on-boarding process

Sep 2018 Nov 2018 onward

Optimised Organisation Structure

Macro Organisation Design Micro Organisation Design and Transformation

(Phased Approach)

Prepare Project Charter

and Business Case

Nov 2018


20 2018 2019 2020

Area Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb March April May June

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HROP Programme plan – Detail to June 2020

Professoriate appointment process changes implemented (TBC)

Decision with I.T. on e-Committee system implementation (Estimate 9 months to complete)

Decision to be reached with I.T. on casual helper system changes (Estimate 4-6 months to complete)

Changes of maternity and paternity leave policies announced

SMT direction on P4P

First Draft of handbook and terms of service is announced

Christmas and NY Chinese NY EasterEAG EAG EAG EAG EAG

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

SGTF & EVP

EAG EAGChristmas and NY Chinese NY Easter

SGTF & EVP

Process and baseline information definedOptimisation opportunities and new ways of working defined

New ways of working validated with stakeholders

Macro org structure consolidated

Micro org structure consolidated and finialised

New J.D.’s created and validated

Gaps identified and converted into initiatives and plan

Transition initiatives implemented into valid roadmap

Change roadmap, and engagement initiatives identified

Transition executed

Sustainable change reviewed & next steps recommended

Phase 1 Phase 2

Change and engagement plan in placeIdentified stakeholders engaged and met Execution of communication plan

Feedback loops

Change and engagement strategy defined

Feedback loops Feedback loops

Change roadmap, and engagement initiatives identified

Process and baseline information definedOptimisation opportunities defined

New ways of working validated with stakeholders

Macro org structure consolidated

Micro org structure consolidated and finalized

New J.D.’s created and validated

Gaps identified and converted into initiatives and plan

Transition initiatives implemented into valid roadmap

Sustainable change reviewed

Process and baseline information defined

Optimisation opportunities defined

Phase 3 activities continue

Professional appointment changes implemented (TBC)

Oboarding process changes implemented (TBC)

Policies changes of medical benefits for old staff announced

Changes of life insurance benefits announced (TBC) Changes in insurance coverage & sick leave announced

Overtime comparison complete with recommendations made

PRD & PRSD Review: Completed Benchmarking

Updated Code of

Conduct issued

Decision point on HCMS system

Changes to MPF finalised and announced

Website updated for HR policy and guidelines

9

Today

U.A.T. complete for Honorary appointments sub system

Honorary appointment subsystem rolled out)

Revised casual/ temp. workers policy in place

PRSD Review: Completed Benchmarking

Performance mgmt disciplinary procedures defined

Decision point on E-filing system


IT Organisation and Processes

Quality of Service

Save Time

Save Cost


Information Technology Organisation and Processes



• Incident Management Process Streamlining

Reduced effort in managing incidents reported by users ✔

• Network Point Installation Process Streamlining

Shorten the lead time of network point installation

• Virtual PCs Reduced effort in PC support

• Cloud-based Website Content Management System

Reduced effort in Website support ✔

• Audio-Visual Standards Reduced cost (bulk purchase discount) Enhanced user experience with standard equipment and settings

✔

• Facilities Booking System Reduced effort in managing facilities booking

• University-wide ITS Cloud Deployment

Reduced effort in server system management Free up departmental space for server hosting




(Phased Approach)


and Business Case

Nov 2018


Save TimeQuality of Service Save Cost

Finance Organisation and Processes


Finance Organisation and Processes



• Research Grant and Project Costing Process

Reduced effort in administering and monitoring of research budget and expenditure, and data reconciliation

• Matching Fund Process Reduced effort in administering, monitoring and reporting of the matching fund for research and non-research related projects

• Fixed Asset Disposal Process Free up space Shorten the overall lead time




(Phased Approach)


and Business Case

Nov 2018


Facilities Management

… are more than just cleaning


Facilities Management

Target State Value to be realised

• Centralised fragmented FM services by introducing University IFM (Integrated FM services)

• HKU Departments migrate their FM resources (services contracts / resources / finance) to the central IFM resources

Reduce burden from departments in general tasks / ease the administration

KPI driven contract to enable continuous improvement

Provide single point of contact regarding most FM

Cost saving a result of economies of scale

Partnership with IFM Operator(s)

Engage with University Users

and prepare tender documentIFM tendering, Award

Contract and Transition

June 2019Dec 2018

IFM Implementation and

Partnership Evaluation

July 2019 onward


Procurement

Cost SavingsEfficiency Gains

From Fragmented to Standardised


Procurement


• Smarter Operating Model

• Consolidated purchase for products / services

• Consolidated suppliers

• Frame contracts

• eProcurement tool

• Optimise workflow

Reduced duplicated tendering / procurement efforts

Enabled technology to improve ease of purchasing

Cost savings from consolidated purchases

Standardised / Improved quality of goods and services

Better understanding of spending pattern to enable continuous improvement

Category Management + e-Procurement Tool

Conduct 20+ workshops across

Faculties to validate procurement

behaviour, identify key pain points

Develop improvement opportunities,

Define implementation roadmap

Dec 2018Sep 2018

Implement Selected Categories

Jan 2019 onward


Campus Catering

Parent Caterer Model

Wider food

choices

Better quality

Higher consistency in service


Campus Catering


• Self sustaining operation

• Lot Model – Coordinated and holistic approach

• Enhance diversity and quality at affordable price

Synergy

KPI to gauge performance

Proactive against change

New catering experience

Phase approach : Lot 1 (2018 – 10 outlets) + Potential Lot 2 (2020)

July 9, 2018 March 2019 March 2019 onward

Award contract to Sodexo (Hong

Kong) Limited - provide services in

10 outlets across the campus under

a five-plus-two-year contract.

10 outlets with new catering

concept, commencing from

September 2018 by stage

Establish Contract Management

framework; Review of Lot 1, Process,

Bid Commitments and Deliverables


Engagement and Communications


“Will the changes

cause any disruption

to my department’s

day to day

operations?”

“How will my role

change as a result of

planned organisation

changes and new

processes? Will I lose

my job?”

“I really don’t

understand what’s

going to change

so it doesn’t mean

anything to me

yet”

“What’s the reason

we’re changing? I

can’t stand behind

this project until I’m

convinced.”

“My manager

has not changed

her behavior, so

why should I?”

“I will do the

minimum possible

and see what

happens”

“How will I be able

to support this

project on top of

my current

responsibilities?”

“With so much

going on, I do not

know what I’m

meant to be

doing.”

“I’ve been doing

things this way for

a long time and it

has worked so far,

I do not see any

need for change”

Common objections or barriers to change


Make it Known Make it Real Make it Happen Make it StickMake it Clear

Communicate the change vision and case for change

and begin to create ownership of the solution

Translate the change vision into reality for people in

the organization and define what it means for

them

Move the organization towards the end state and

equip people to work in new ways

Ensure there is capability in the organization to

sustain the change

Align leaders around the strategic aims, ambition

and scale of change

Change Leadership

Engagement and Communications

Impact and Measurements of Change

Workforce Development and Transition

Clear Aware Ready Willing Able

22

A proven approach to help move people

through the change journey


Phase 3Phase 2Phase 1

Programme level Proactive engagement with Stakeholders to ensure:

• Deep understanding of SMARTER objectives, timeline and outcomes

• 2-way discussion to identify opportunities and issues that are central to SMARTER success; the transformation of Professional Services @ HKU

• Collaborative input to programme design and execution for optimal outcomes

Task Force level

Within each Task Force, change and engagement is central to the design and implementation of new ways of working. Focus areas include:

• Supporting process design and optimisation

• Organisation Design to incorporate new processes, accountabilities and ways of working

• Workforce Transition to equip staff for new processes and roles

• Change Management to enable the adoption of new ways of working

Phase 4

Our Change & Engagement team

operates at 2 Levels


PublicPublic in general

24

University Leadership Council, SMT

SMARTER@HKU ProgrammeEAG, SG, PMO, Task Force Leaders, Task Force Members

Faculty LeadershipDeans, Department heads, Faculty Secretaries

Professional Services LeadershipDirectors of in-scope functions and other professional services

StudentsStudent Union, Students

StaffStaff Unions, Academic staff and Professional Services staff

Our key stakeholder groups


Communications for Stakeholders

Reports toExecutive Action Group

Reports to SMT

Reports to Steering Group Members

Monthly Highlights to Task Force Members and

Faculty Secretaries


26

Implementation Launch Ceremony in Oct 2017

Engage Task Force Members

v

v

v


27

Roadshows in Aug & Oct 2017

Introduce colleagues to SMARTER@HKU with interactive tours,

talks, displays, videos, Idea Wall and quiz

At Sassoon Road CampusAt Centennial Campus


28

Professional Services Award 2017

Celebration Gathering in Mar 2018Recognise colleagues for their outstanding contribution in professional services

Work SMARTER Days in Aug 2018

Colleagues learn about how SMARTER@HKU relates to their work


29

Promote SMARTER@HKU to Staff and Public

v

Website: www.smarter.hku.hk

Instagram

Emails to all Staff and Students

Facebook

http://www.smarter.hku.hk/


30

Publicity around Campus

HKU website

SMARTER posters around campus

v

Videos on U-Vision

eNotices

v


31

Recent Communications

vvv

vvv

Introducing New Campus Catering Model


32

Recent Communications (cont’d)

Rollout of Talent Acquisition System and New IT Developments


33

Professional Services Award 2018

Nominate colleagues for Individual Award or Team Award


Professional Services Award

• As part of the HKU Excellence Awards

• Recognise outstanding contribution

• Develop an improvement culture


35

vvv

Professional Services Award 2017 Celebration Gathering

vvv


Next Steps

How can you contribute to the programme ?

Staff Appointment and On-boarding Process

Research Grant

and Matching Fund

Fixed Asset Disposal

Smarter Operating Model

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