Optimising the HR Delivery Solution Bill Farrell PricewaterhouseCoopers.
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Transcript of Optimising the HR Delivery Solution Bill Farrell PricewaterhouseCoopers.
Optimising the HR Delivery Solution
Bill Farrell
PricewaterhouseCoopers
2
Agenda
Shared Services - optimal solution ?
The Key HR Delivery Channels
Positioning technology in the delivery model
Where to next
Group Exercise
3
Why change the HR delivery model ?
Reinvention - the HR value Proposition
Cost Reduction
New Generations
Information Pull
Technology Push
4
Optimising the Delivery Model
• Shared Services• Self Serve• Line management• Technology
• Cost Effectiveness
• Service Level
• Centrally• Regionally• By country• By BUs
• Capability Level
• Operational Dependence
• Supporting the business
• Innovation
• Whole-sale outsourcing
• Buy In/Vendor Manage
• In Source
Current Performance
Location
Strategic Relevanceand Impact
Supply Source
ServiceDelivery
5
Strategically HR needs repositioning…...
10% StrategicPlanning
30% Customer Service/
Consulting
Administration60%
10% StrategicPlanning
30% Customer
Service/Consulting
Administration60%
20% StrategicPlanning
60% Customer Service/
Consulting
Administration20%
6
Recent research shows HR organisations are predominantly traditional and administration-
based
80%
60%
40%
20%
54%
42%
43%
67%62%
63%
Financial services
Financial services
Telecom’s
Technology
Technology
Transport
Source: PwC HCS Survey 2001
7
HR support staff FTE ratio for HR departments with and without shared services >5,000 employees
0
20
40
60
80
100
120
140
160
145
120
Employees per HR support staff FTE
Source: PwC HR Benchmarking Survey 2000
Shared services
No shared services
HR shared services has led to cost reductions
The Key HR Delivery Channels
9
Group
BU
Shared Services
Corporate policy Corporate strategy
Decision support specific to the BU
Business analysis specific to the BU
Advisory Support Specialist Services to be
shared across organisation Transactional processing
Lean
Lean
Bulk of resource for support functions
Service culture toward Corp/BU’s
HR Shared Services delivery model
10
HR Delivery Channels
Line Mgr
BU HR
Group HR
Call Centre
Specialist
Talent Management
HR Admin
Employee Self Service
Business Unit
Shared Services
11
Strategic need
Capability
Cyclical HR processes, driven by corporate objectives
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
Typically embedded in business unit
Strategic Need
Capability
Business Unit
Shared Services
The roles of BU HR versus Shared Services
12
Understanding your customer, is key to successful delivery
Corporate
Employees
Managers
Business Unit
13
Process example - recruitment and selection
Define strategyand job
requirements
Recruitment Policy
New StarterOrientation
GHR BU Shared Services
Advertising Short listingCandidate
Management
Interview andSelection ofCandidate New
Hire Admin.
End To End Process Design
14
The optimal service delivery model for an The optimal service delivery model for an
organization may include some combination of organization may include some combination of
SELF-SERVICE, SELF-SERVICE,
SHARED SERVICE, SHARED SERVICE,
OUTSOURCED SERVICE,OUTSOURCED SERVICE,
all accessible and branded through a portal.all accessible and branded through a portal.
Optimising the HR delivery Model
Technology
16
B2E’s Brief But Important History
A year ago:
‘B2E’ = B2Employee and was all about web-enabled HR functions
Several months ago until now:
‘B2E’ = B2Enterprise
Evolving into:
‘B2E’ = B2EVERYTHINGB2E is the platform for a new way of working more efficiently, more effectively, more productively, and with less cost.
17
What Is B2E?
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.
18
People prefer the web
Inquiry HR Online Call Center
Verify Employee Data
Compensation
Salary Adjustments
Salary Ranges
Stock Options
Leadership Development – Performance Management
US Savings Bonds
Profit Sharing
Holidays
16,385 Hits
15,815 Hits
15,815 Hits
3,802 Hits
3162 Hits
1,675 Hits
1,341 Hits
1,206 Hits
569 Hits
29 Calls
14 Calls
19 Calls
1 Call
9 Calls
1 Call
8 Calls
1 Call
3 Calls
19
The Savings are Well Proven
Company On-Line Service Savings /Employee
Sprint Employee Data $20/yr
Olin Pay statements $9.25/yr
HP Policy Manual $9.75/yr
F/S On-boarding $42.51/yr
PwC Travel reservations $34.5/yr
Energy Co Web server consolidation $16.30/yr
E-Services Co Training Administration $70.90/yr
20
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’
Discussion Points