HR/P Integrated Service Center (ISC)

Transcription

1 (ISC) Concept Overview and Initial Information Gathering Session This is a Provost sponsored Transforming Administration Program (TAP) data gathering project, complementing the work of HRPM HR/P ISC Team

2 High Level Framework Objective: Deliver a high level of service to customers by collaborating effectively with stakeholders across campus and facilitating employee Human Resources (HR), Academic HR and Payroll (PR) inquiries and transactions in an efficient, accurate and compliant manner TAP Advisors: Dave Anderson, Dave Eaton, Lisa Graumlich, Cindy Gregovich, Heidi Tilghman, Curtis Colvin Scope of Services: > HR, Academic HR and Payroll support for faculty, staff and students > Facilitation of transactional processes (e.g., HCM Business Process approvals, reviews, corrections) > Inquiry support for employees, managers and departmental specialists Strategic Imperatives: > Enhanced Customer Service - Serve as a single point of contact and eliminate unnecessary hand-offs by building cross functional competencies - Accurately address customer inquiries by providing end-to-end insight across the HR, Academic HR and Payroll domains > Improved Efficiency - Ensure that the right people/areas are engaged in the right steps of processes to drive improved efficiency and effectiveness > Timely Delivery - Avoid over-complicating design and deployment by focusing on enhancing areas that provide the most near-term value to customers of HR, Academic HR and Payroll processes > Continuous Improvement - Develop competencies and capabilities that address existing and emerging requirements over time (e.g., support roll-out of new functionality) within Integrated Service Center and for Campus partners 1

3 Design Process Objectives: Review high-level model design and receive input Define scope and expectations of services Activities: TAP Define TAP Planning Group, Working Group and Advisory Group Draft high-level design parameters Assimilate feedback from stakeholders Modify design parameters based on feedback and iterate Follow-up with campus stakeholders after the initial design is established and assimilate additional feedback 1. Schedule and conduct TAP discussions with Stakeholders across campus 2. Assimilate feedback HR What & Why? HR/P Integrated Service Center (ISC) Model Reviewed by Advisory Group Domain Areas Academic Personnel DIVe PR Domain Experts 1. Interview domain experts 2. Conduct DIVe sessions 3. Assimilate feedback Other Areas Includes Working Group How? Objectives: Review detailed end-to-end process/transactional design, including benefits and payroll Establish scope of ISC services Establish operational processes Define roles & responsibilities Define governance model Activities: Detailed Design Evaluate end-to-end process design (DIVe) Define ISC Model: - Define Scope of Services - Define Processes Define Required Roles & Responsibilities Define Governance Model 2

4 Faculty, Students & Staff HR/P Integrated Service Center DRAFT High Level Framework Inquiries: ESS MSS Department Initiators Integrated Service Center Dept. Initiated Transactions 3 Policy & Procedure FAQs Single POC Tier 0 Userfriendly portal/web site FAQs Quick Reference Guides Convenient contact information Knowledge Management Tier 1 Employee Self- Service Inquiries (ESS) Manager Self- Service inquiries (MSS) Policy, Process and Procedure Inquiries Basic Workday Guidance Facilities Management Tier 2 Escalated Employee/ Manager Self-Service Inquiries Department Specialist Inquiries Transaction Support: Review & Approve Designated transactions (e.g., Create Requisition, Hire, Change Job, Termination, etc.) Training and communications for campus Cross-Tier ISC Operations Metrics & Reporting Support Center Performance Management Integrated Service Center Operations Technical Infrastructure Tier 3 UW IT: Advanced Workday Support Expertise Beyond Tier 2 HR, Academic Personnel, Finance: Most Complex Inquiries Policy/Plan Design & Clarification Internal Training & Communications 4

5 Initial Feedback and Information Gathering Your assistance is needed. Please answer these questions in your table groups. Select a scribe to document everyone s input. Each table will report out and all notes will be collected to be included in the design recommendations Table 1 Responsiveness: > What are your expectations for response times range of acceptable time from initial inquiry/contact to a response? > What will give you confidence that the answer is accurate, compliant and consistent with what another person might receive? Table 2 Ease of Use: > What processes/functions do you and your staff currently perform that you would prefer were done by HR, Academic HR or Payroll staff (to alleviate the administrative burden)? > What processes/functions do you and your staff currently perform that you believe must continue to be performed within your department/unit? Examples: campus onboarding, I-9 verification, leave administration, foreign nationals/visas, performance management... Table 3 Overall Model: > What do you see as the benefits of an integrated service model? > What do you see as the negatives or areas of concern with an integrated service model? Table 4 Expertise: > What areas of expertise/skill sets within HR, Academic HR and Payroll do feel are most critical to your department or unit? 4

6 High Level Timeline Sample for illustration purposes Workday Launch T 16 Months T 10 Months T 3 Months T0 Months T+3 Months DESIGN End-to-End BP DIVe Review Internal TAP Initial Discussions Operating Model Design TAP - Follow-up Discussions Facility/Infrastructure Design Staffing Design Technology Design BUILD Operating Model Build Staffing Build Technology Build Facilities/Infrastructure Build Org Change Management/Comms DEPLOY Cutover & Initial Support 5 Stabilization Phase

7 Next Steps We welcome your continued feedback and ideas for the HR/P ISC. Stay updated on the project and submit your input at: We would like to meet again with the Admin Council next month to continue this discussion and gather more information and feedback We will be meeting with a variety of groups across campus in the next six weeks to gather feedback and information and update on our findings Admin Council Arts and Sciences Admins Engineering Admins HSA Admins HR Forum HR/P Network UW Medicine School of Medicine Open Forum Human Resources Staff Academic Personnel/Academic HR Staff Payroll Staff Executive Sponsors BODC Please contact Ruth Johnston ruthj@uw.edu if you have any questions or comments about this effort or if you believe an additional group should be added to this feedback phase 6

8 Additional Information and Background

9 Other University Examples University Status Description U of Wisconsin System University of California System University of Kansas University of Tennessee University of Texas Austin University of Vermont Mature In Progress In Progress Mature In Progress The UW Service Center (UWSC) provides payroll and benefits support to the 27 institutions that make up the UW system Approximately 100 UC HR/Payroll processes have been standardized system-wide. The UCPath Center is being implemented to centralize associated transactional activities. Implementing a shared service framework to reorganize designated HR, Finance and Research Administration transaction-based activities. The focus is on delivering an improved level of service through a well-trained team equipped with the right tools UT-Service Centers have been implemented to provide HR services in three tiers. The goal is to increase effectiveness, streamline delivery of services, and automate processes and procedures Initiated implementation of shared services across HR/Payroll, Finance/Procurement, Information Technology (IT) and Customer Services Mature Administrative Business Service Center (ABSC) serves 11 academic units and 16 administrative units in managing purchasing, reimbursement, finance and human resources transactional needs

10 KEY COMPONENTS OF A SUCCESSFUL SERVICE CENTER MODEL Customer Defines Value Understand customer needs and expectations Make changes based on customer feedback Robust Governance Structure Partnership Service Focus Process Ownership Continuous Process Improvement Governed by a separate group Linked to departments by leadership and steering committees Partnership agreements that outline mutual responsibilities and expectations Appropriately skilled staff who are continually trained and evaluated on being responsive and providing consistent, compliant and accurate information and services End-to-end process analysis Consistent, controlled and documented processes, roles and responsibilities Performance driven culture through monitoring, measurement and feedback Flexible approach and adjustments

11 Initial Design Activities Sample for illustration purposes Evaluate Existing WD Business Processes: Centralized Steps Evaluate Existing WD/Non-WD Business Processes: Department/Unit Steps Evaluate Existing WD Business Processes: Self-Service Steps Clarify: Role Definitions & Expectations Develop: Initial Framework for Scope & Design Define Initial Detailed ISC Design Evaluate Existing Tasks & Other Transactional Activities Evaluate WD Administrative & Evaluate Maintenance Existing Tasks Activities & Other Transactional Activities Progressive Layers of Input: Program Team Members Working Group & Key Stakeholders TAP Advisory & Program Leadership 11

12 UW Connect Service Management Intake and resolution of requests with the HR/P Integrated Service Center will be facilitated via UW Connect Overview: > UW Connect is the UW brand for ServiceNow, a leader in the Service Management industry > Currently used by UW-IT, Foster School of Business IT, and Intercollegiate Athletics IT > Includes a Human Resources/ Payroll Case Management Application for managing customer service and support Capabilities include: > Centralized management of support records > Metrics and reporting (e.g., avg response and resolution times) > Ability to validate accuracy and timeliness of responses > Customer Satisfaction Surveys > Web based intake forms 12