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

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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

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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.

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

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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 clients
needs

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What Shared Service is NOT

Another centralisation exercise
A cost cutting exercise
A big IT project
Worth doing because it is fashionable
Perfect

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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

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Why change?
Current state
Unconnected access points
providing differentiated
services and standards

Future state
Connected and efficient network
providing consistent services
and standards

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BASIC STRUCTURE

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Shared Services Structure

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Areas of Responsibility

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Project Structure

AVP HR as Project Director

Advisory Committee

Task Force
Alison Verkade Project Manager
John DAgata 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

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

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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

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

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

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

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Service center

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

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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

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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

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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

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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

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HR Automation

Automate tasks using todays technology to bring

better service to the McGill Community.

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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

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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

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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)

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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

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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

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

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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

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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
Appointment Forms
Imaging
Employee Records Maintenance
Benefits Statement Production

- Position Verification
- Retirement
- Pay Run
- Leaves
- Academic Tenure Stream

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Staffing and Training

Group Mandate
Develop position descriptions and identify types of
positions required
Establish training programs

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Staffing and Training

Develop position descriptions
Guiding principles

Client service focus

First-to-last ownership
Broader focus
Dedicated Teams
World Class service

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Staffing and Training

Training

Three areas:
Client service
On-the-job
Technical skills

Focus:
Unit start-up
Long term development and training

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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

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Questions and
Comments