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Measuring Success in HR Benefits Programs: Tools and Strategies for Optimization

Discover effective tools and strategies for measuring the success of HR benefits programs. This session highlights key performance metrics, service delivery evaluations, and case studies to enhance your organization’s benefits administration. Learn how to identify responsibility matrices, develop meaningful service level agreements (SLAs), and apply continuous improvement practices to optimize your HR partnerships. Join us for a thorough exploration of measuring delivery and monitoring success in HR benefits, ensuring your programs meet both employee and employer needs.

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Measuring Success in HR Benefits Programs: Tools and Strategies for Optimization

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Presentation Transcript

  1. Is it Working? Tools and Strategies for Measuring Benefit Program Success Helping companies optimize their HR / benefits / payroll service partnerships

  2. Agenda • What to measure? • Service delivery evaluation • Procesess and programs • Monitoring success • Case study • Q&A

  3. Is it Working?What to Measure Design Success Communication Delivery

  4. Is it Working?Delivery of Services • Delivery of benefit services is a critical component to overall success of program • This is the face to the employee • Process and oversight become critical here, regardless of delivery model (in/out/co source) • End-to-end process and data flow is critical

  5. Is it Working?Measuring Delivery • How do you measure delivery? • Must first identify processes and owners • Misidentification leads to: • Ambiguity • Redundancy • Inefficiency • Missed expectations • Use tools to identify process owners

  6. Is it Working?Identifying Responsibility

  7. Is it Working?Identifying Responsibility • The responsibility matrices: • Clearly identify process owners • Provide meaningful documentation (vs. flow charts) • Applicable in any delivery environment • May be used for contracting with outsource provider

  8. Is it Working?Service Level Agreements • Process ownership leads to enhanced • Accountability • Responsibility • Continuous improvement • Service level agreements (SLAs) • Can not be set without identifying process owners • Are important in all processing environments • Are not only for financial guarantees • Determination of SLAs should be carefully considered • Can follow a process for determination • Tools are available

  9. Step III: Categorize Standards Step V: Set Proposed Financial Guarantees Step IV: Define Performance Standards Step II: Determine Importance of Standards Step I: Identify Key Performance Standards • Determine functions to be measured. • Determine key performance metrics that are important from both an employee and employer perspective. • Take into account organization’s culture, strategic vision, service needs, philosophy and historical perspective. • Standards should be manageable. • Determine relative importance of each of the standards in Step I. • Develop a prioritized listing of all of the performance standards to be monitored. • Categorize the listing from Step II in a matrix identifying performance standards that: • Have financial guarantees attached • Are part of an on-going vendor management program • Could be cause for termination of contract or service • Identify how the standards will be measured and provide its corresponding measurement standard. • Measurement standard should be attached to each function within the measurement category. • Recognize vendor performance by associating a financial reward/penalty with the attainment of the measurement standard. • Financial guarantees are primarily utilized as mechanisms to encourage process improvement by the vendor. Is it Working?A Process

  10. Is it Working?A Program

  11. Is it Working?Monitoring Success • SLAs anticipate active monitoring of performance • Monitoring process should include end-to-end reviews • All parties involved • Process and data flow • Measure performance against expectations • ASA or accuracy? • Client satisfaction • Upstream process affects down stream effectiveness

  12. Is it Working?Monitoring Success • Importance of base lining • Critical for new relationships • Measure improvement over time, not absolutes • Impact of satisfaction and performance by other areas • Anticipate negative impact from other activity

  13. Is it Working?Example Process Review Outsourcing Relationship Review Engagement Management

  14. Is it Working?Case Study • Fortune 500 transportation company • Outsource benefits administration • Very rapid implementation in order to realize immediate significant financial gain resulted in: • Service issues • Expectation gaps • Overall dissatisfaction

  15. Is it Working?Case Study • End-to-end process review was performed • Onsite review at both client and ADP administrative offices • Review of service levels, correspondence, communications materials, interviews, etc. • Ownership review with use of responsibility matrices • Results: • Recommendations were made to both client and ADP • Ongoing responsibilities were clarified • New service level base lines were established • Relationship was enhanced

  16. Is it Working?Question and Answers Donald Glade 770-509-4816 dglade@sourcinganalytics.com Sally Sidwell 770-360-2033 Sally_Sidwell@adp.com Helping companies optimize their HR / benefits / payroll service partnerships

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