Human Resources Arts Administrators March 2008 SHARED SERVICES

Human Resources Arts Administrators March 2008 SHARED SERVICES MOVING FORWARD

Human Resources Concept HR Shared Services will: consolidate administrative and transactional services into one unit. provide one-stop personalised service to our clients Use technological tools to – increase the effectiveness of HR services – Facilitate availability of self-service

Human Resources Shared Services VS COE Shared Services: Transactional activities Processing and client service Dissemination of general information Standardised COE (Center of Expertise) Expert role Strategic partnership with University and clients Policy design, interpretation and governance

Human Resources HR Transactional Role Characteristics: Transactional activities are those which are: high volume, rule based, Can be standardised or automated Deal with the maintenance and distribution of employee data and/or dissemination of information on HR services, systems, data, files, processes or, in some cases, policies.

Human Resources HRSU clients Individuals rather than employee groups. - Employees - Administrators - Pensioners Client interactions will - involve exchange of information or provision of services - Outcome driven

Human Resources What Shared Service is A central access point for client service Provides more services without increasing cost Standard service delivery Provision of service in a way that meets the client’s needs

Human Resources What Shared Service is NOT Another centralisation exercise A cost cutting exercise A big IT project Worth doing because it is fashionable Perfect

Human Resources Why change? Client service Fewer silos and broader focus Coordination and amalgamation Eliminate duplication and hand-offs First to last process ownership Automation/simplification of complex processes Ability to measure

HumanResources Why change? Current state Unconnected access points providing differentiated services and standards Future state Connected and efficient network providing consistent services and standards

Human Resources BASIC STRUCTURE

Human Resources Shared Services Structure

Human Resources Areas of Responsibility SUPPORT/REPORTS -Reporting -Data Warehouse -Web-Site -HR Desktop support

Human Resources Project Structure AVP HR as Project Director Advisory Committee Task Force Alison Verkade Project Manager John D’Agata Pensions and Benefits Diana Dutton Academic Personnel Christine Halse Pensions and Benefits Kathleen Tobin Pensions and Benefits Shirley Whyte ISR Fabiana Rassier Admin Coordinator Sub Groups There are over 90 people who have participated in the project

Human Resources How do we get there? Step 1 - WHAT – – – Units affected Transactional VS strategic What to move Step 3 – WHO – – – – Positions Number Profiles Training Step 2 – HOW – – – – – Structure How services perceived How fast /often Process mapping Automation Step 4 – WHERE – – – Physical location Set-up Equipment

Human Resources Implementation Phased - All transactional and operational tasks Ongoing - Automation - Process review - Training - Measurements - Adjustments Patience, patience, patience!!!!!

Human Resources Project Plan Model – September Service frequency metrics - November Activities and service ID and map - December Document – February Staffing levels/ Positions - December Client service measurements - March Service Center - March Staffing and Training – April/May Set-up – May Open doors – JUNE 2008

Human Resources Sub-groups Documentation and communication Service center HR Automation Benchmarking, best practices Process Review Training and staffing WEB Site

Human Resources Communication HR – Town halls – Managers’ meetings – Monthly updates – Web site Community - Communication plan - Presentations, info sessions, mailings and other means APOS – Monthly updates

Human Resources Documentation User documentation – Systems – Process step by step – Training documentation Electronic and paper User experts will build the documents Talisma

Human Resources Service center Mandate: – To propose the possible Service Centre model, staffing needs and tasks to be performed within the unit.

Human Resources Service center Structure – 3 service teams 2 employee/pensioner 1 Administrator Staffing Needs – Number of service representatives Tasks – Identify/recommend areas of responsibility – Process for providing services Physical set up - Location - Equipment

Human Resources Call Tracking Developed in house Tracks answered calls (time, duration, reason, source of call,confidentialty) Aids in determining technological and personnel needs for service center

Human Resources Call Tracking October Statistics Calls Number of calls: 2480 Average talk time: 3:08 minutes Total talk time: 130 hours Walk Ins Number of calls: 653 Average talk time: 2:45 minutes Total time: 29 hours

Human Resources Software Considerations Contact Center Anywhere Currently in use at ICS, NCS, etc. Comprehensive solution offered by Oracle Talisma Knowledge Base System Currently in use at ICS Allows for FAQs, topic specific articles, multiple search utilities

Human Resources HR Automation Automate tasks using today’s technology to bring better service to the McGill Community.

Human Resources HR Automation -Process 1-Identify tasks which would could be automated 2-What are the benefits and savings that would be created by automating them? Originally identified 29 tasks which would benefit from automation Narrowed down list of 29 items to 9 projects

Human Resources HR Automation Payroll Journals automation Pensions Mail ballots Automation of ROEs Employment confirmation letters Tax Exemption Forms on Minerva Change Bank Deposit info on Minerva Online Benefit enrolment Staff Tuition Waiver BoG Letters

Human Resources HR Automation List For example: Payroll Journals automation 6500 entries done manually Estimate to automate 80% Prototype Pensions Mail ballots 8500 each year Manually tabulated Estimate to automate 5000 Prototype

Human Resources KnowledgeBase Software Knowledge database database for knowledge management. Provides the means for the computerized collection, organization, and retrieval of knowledge Centralized repository for information Views (restricted unrestricted)

Human Resources Benchmarking and Best Practices Objectives Fall – Establish “as is” picture of HR Winter – In collaboration with the Service Center Establish key performance indicators Survey community Establish service level agreements Determine best tracking and volume monitoring for ongoing metrics Post Implementation – Re-survey community – Seek out and identify best practices

Human Resources Benchmarking and Best Practices Progress to date Establish “as is” picture of HR 120 HR Processes and Sub Processes mapped Central Repository Used by Process Review Team Collect Contact Data (email, telephone, walk-in) email NCS/HR Professional Societies and Network Design and conduct a satisfaction survey Best Practices Shared Services Team Charter and Ground Rules

Human Resources Process Review Group Mandate To consolidate all the HR processes that McGill 2000 has process mapped Find Quick Hits and Consolidation

Human Resources Process Review How is this being done? Collect process maps Map consolidated process Involve Experts Build one page step by step Completed Processes given to: - The Automation subgroup - The Documentation subgroup

Human Resources Process Review Progress to date: – Maternity Leave - Tuition Fee Assistance – BoG Letters (2 different processes) - Employment Confirmation – Subpoenas - User security – Minerva Add-ons & enhancement - Seniority – Academic Tenure Stream Contract – Casual POPS Requisition Maintenance – Creating or Updating PDFs for Casuals In progress: – – – – – Hiring - Position Verification Appointment Forms - Retirement Imaging - Pay Run Employee Records Maintenance - Leaves Benefits Statement Production - Academic Tenure Stream

Human Resources Staffing and Training Group Mandate – Develop position descriptions and identify types of positions required – Establish training programs

Human Resources Staffing and Training Develop position descriptions Guiding principles – – – – – Client service focus First-to-last ownership Broader focus Dedicated Teams World Class service

Human Resources Staffing and Training Training Three areas: – Client service – On-the-job – Technical skills Focus: – Unit start-up – Long term development and training

Human Resources In Summary What this means to HR Greater efficiency More flexibility Increase services without increasing costs What this means to the community Single point of contact Client service focus Standard and consistent service delivery Increased self service Fast track for administrators

Human Resources Questions and Comments