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Arts Administrators

Arts Administrators. March 2008 . Human Resources. SHARED SERVICES. MOVING FORWARD. 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

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Arts Administrators

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  1. Arts Administrators March 2008 Human Resources SHARED SERVICES MOVING FORWARD

  2. 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

  3. 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 Shared Services VS COE HumanResources

  4. 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. HR Transactional Role HumanResources

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

  6. 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

  7. 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

  8. 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 Human Resources

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

  10. BASIC STRUCTURE Human Resources

  11. Shared Services Structure Human Resources

  12. Areas of Responsibility Human Resources

  13. 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

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

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

  16. ProjectPlan 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

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

  18. 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

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

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

  21. 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

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

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

  24. Software Considerations Human Resources 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

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

  26. 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

  27. 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

  28. 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

  29. 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

  30. 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

  31. 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 Benchmarking and Best Practices Human Resources

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

  33. 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

  34. 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

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

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

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

  38. 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

  39. Questions and Comments Human Resources

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