HR Outsourcing Presentation Tampa, FL August 21, 2002
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Transcript of HR Outsourcing Presentation Tampa, FL August 21, 2002
Page 2
Key Messages
Outline the core team members who will partner with the State of Florida.
Convey our commitment to keeping jobs in the State of Florida.
Illustrate our core competence model for providing HR outsourcing services to leading organizations.
Instill confidence in our ability to leverage “Best Practices” to improve the quality of service to State employees.
Page 3
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Agenda
Page 4
Core Team Members –A winning combination
Business Entity Roles / Responsibility Key FactsPublicly held corporation; Traded NYSE: symbol CVGMember S&P 500Leading provider of Employee Care ServicesFormer Governor’s Sterling Award Winner
Global professional servicesRecognized worldwide of helping clients improve their business performance
Leading provider of Talent Relationship ManagementWeb based application designed to hire better people faster
SubcontractorFront End Applicant TrackingAdvertising and Screening
SubcontractorConsultingCurrent State Assessment / To Be DesignChange Enablement (communication)
Primary provider for solution and overall service deliveryProject Management; Best PracticesService CenterArchitecture; HRIS ApplicationWeb based toolsSurveys
TAG The Allen Group
SubcontractorEAP
Minority Business, Headquartered within FloridaCertified, Licensed Professional ProvidersNational Network with 24 hours assistance
Page 5
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Agenda
Page 6
HR Service Delivery Model – Overview
• Considers special needs of State Agencies
• Leverages leading HR platform, SAP
• Delivers proven implementation process
• Supports “One Florida Plan” and “Service First”
• Provides an experienced team with broad HR competency
Page 7
HR Service Delivery Model – Transition Team Structure
Convergys Executives Deloitte Executives
Chris Emerick State of Florida
Project Lead
Chris Emerick State of Florida
Project Lead Angela Anderson Project Management
Director, PMO
Angela Anderson Project Management
Director, PMO
Vendor Management Team Convergys
Cindy Whitacre Director, Quality
Quality HR Service Delivery Team Convergys
HR/Employee Relations Project Lead
Quality Assurance Team Convergys
Audit and Reporting
Benefits/Payroll Admin. Project Lead
Staffing & Recruitment Project Lead
Service Center Team Sr. Business Manager Client Service Manager Technical Team Technical Manager Training Team Training Account Mgr
Service Center Team Sr. Business Manager Client Service Manager Technical Team Technical Manager Training Team Training Account Mgr
Service Center Team Sr. Business Manager Client Service Manager Technical Team Technical Manager Training Team Training Account Mgr
Transitions to “Ongoing Support”
Director, Legal / Compliance Convergys
Transition Support Only
Director, Legal / Compliance Convergys
Financial Analyst
Billing
Business Strategies/ Design
Change Enablement Process - Current State
To-Be Designed
Best Practices/
Benchmark
Communications
Virtual Center of Excellence
State of Florida DMS ExecutivesSteering Committee
PMO
Manages the process & progress of the overall program
Manages & contains risk
Project Lead
Program Leadership and accountability
Builds, leads & manages an integrated operational team
Page 9
HR Service Delivery Model –“One Touch”
“One Touch” Vision
Integrated Contact Service Centers located in Florida
•HR Portal enabled with KMS
•Communication Vehicle and Survey Instrument
•Employee and Manager Self Service
•Flexible SAP R/3 Human Resources Software Platform
•Centralized Contact Tracking and Case Management
Dedicated Team
•Experienced Management
•Professional HR Specialists cross-trained in multiple HR areas
•Continuous Learning Environment
•Implementation Experience
•Performance Measurements and Evaluation
•Process Improvements
World Class Voice and Data Centers
Enhanced Reporting Tools
Fulfillment
“One Touch” Service Model
Tier 0 - Employee Self-Service (IVR, Web)
Tier 1 - Service Center (Inquiry, Transactions, and Assistance)
Tier 2 - Escalation, Appeals, and Case Management Support
Tier 3 - Strategic Design / State of Florida HR Management Escalation
Page 10
• Dedicated Support Model
• Culture of the Client
• Experience
• Ongoing Training & Development
• Flexibility
• Commitment to Quality
• Partner vs. Vendor Approach
• Proactive vs. Reactive
• Accurate and Easily Accessible Information
• Increased Employee Satisfaction
HR Service Delivery Model –The Convergys Difference
Page 11
Support Positions
• Project ManagementBlueprintingTransition
• TechnologyRequirements AnalystsDevelopersQuality Assurance
• TrainingInstructional AnalystsCourse WritersInstructors
Operations and Service Center
• LeadershipOperations ManagementTeam LeadersSubject Matter Experts
• Employee Care SpecialistsTier 1Tier 2Subject Matter ExpertsReporting
• Process & Quality• Audit• Vendor Management
HR Service Delivery Model –Potential Job Opportunities
Page 12
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Agenda
Page 13
Our Transition Methodology –How Do We Get There?
People
ProcessTechnology
•Systems•Telecom•Databases•Connectivity•Reports
•Quality•Change Enablement•Audits•Global Best Practices•Business Continuity
•Organization Structure•Culture•Values•Training•Communication Methods
Page 14
Our Transition Methodology –The Process Phases
Configure(Realization)
BusinessBlueprint
Test & Staff(Final Prep.)
“Go Live”ProjectPreparation
Project Management (Project Plan, Meetings, Issue/Risk Management)
QA checkpoints
Change Enablement and Communication
Sign-Off Sign-Off
• Plan and prepare for the project
• Implement the requirements as defined in the Blueprint
• First Contact!
• Transition to ongoing Operations
• Perform final Integration testing
• Staff the Service Center
• Staff Training
• Perform User Acceptance Testing
• Define common terminology
• Gather Technical Requirements
• Gather Business Requirements
• Define Interfaces
• Scope Definition
Page 15
Our Transition Methodology – The Process Activities
Configure(Realization)
BusinessBlueprint
Test & Staff(Final Prep.)
“Go Live”ProjectPreparation
Project Management
QA checkpoints
Process• conduct current state
analysis• identify outsource
options
Technology• confirm data
requirements• define data conversion
details• plan transition
timescales
People• develop operating
model• develop role profiles• develop metrics
Process• create process designs• determine design
drivers• assess legal /
regulatory impact
Technology• define detailed
technical designs• design technical
architecture• define contract
methods
People• implement new model• conduct training• create support systems• select residual workforce
Process• create process maps• develop user
documentation
Technology• build finalized programs /
interfaces• prepare data for
conversion• implement technical
infrastructure• integrate service center
Process
• develop migration strategy
• manage ‘go live’ transition
• provide post ‘go live’ support
• establish continuous improvement policies
Change Enablement and Communication
SCOPESIGN-OFF
User Acceptance TestingSIGN-OFF
Page 16
CommunicationInvolvement
Leadership
Education
Performance management & Cultural
alignment
Sta
ges
of
com
mit
men
t
Internalization
Institutionalization
Adoption
Try-out
Self-concern
Understanding
Selected Change Enablement activities
Ownership
Buy-in
Awareness
Unaware
Determine readiness
Our Transition Methodology - How does Change Enablement help?
Page 17
Communication is consistent
Communication occurs by intention, not default
Miscommunication/rumours/maverick initiatives are minimized
Initiatives are supported effectively
Communication efforts are coordinated
Communication relates to the timing of change - providing support at the right time
All stakeholders are considered and covered
Our Transition Methodology - The role of communication
Page 18
Our Transition Methodology -What should good communication be like?
Good quality communication incorporates the following principles:
Consistent in frequency
Official communication is credible and convincing
Targeted to audience groups
Honest and accurate
Clear - avoids management jargon
All managers feel they own the messagesand are adequately skilled to deliver them
Media used is appropriate for message and audience
Well planned
Timely- employees hear from official sources first- beats rumour/unofficial/external sources
Open- everything is communicated unless there is a valid reason not to
Transparent- rationale and background for decisions are given
Good and bad news are communicated
Two-way- feedback involvement and dialogue also encouraged- and constructively responded to
Built in to day-to-day management processes
Page 19
• Explain the basic purpose and logic behind the change• Paint a picture of how the outcome of the change will
look and feel• Lay out a step-by-step plan for the phasing the change• Give people a part to play in the plan
To embrace change, people need The Four P’s: the purpose, a picture, the plan, and a part to play
Our Transition Methodology - Communication Messages
Page 20
Possible starting points
SkepticismSkepticism
ExplorationExploration
Awareness Buy-in Ownership
• Change Agents• Project participation• Face-to-face
meetings• Training
• Meetings with 2-way dialogue (town hall meetings, brown bags)
• Q&A sessions/ Frequently Asked Questions (FAQ) sheets
• Development• Change
Agents
• Newsletters• Memos• Voicemails• Bulletin Boards• Kickoff/update
meetings• E-mail
Understanding
• Workshops• Meetings with
2-way dialogue (town hall mtgs, brown bags)
• Q&A sessions/ Frequently Asked Questions (FAQ) sheets
• Design/Testing/Prototype
• Change Agents
Uncertainty/UninformedOptimism
Uncertainty/UninformedOptimism
Communication Communication and Involvement Communication, Involvement and Training
Our Transition Methodology - How can reactions to Change be addressed?
Page 21
Change is readily accepted
Ambiguity is reduced - people know what’s going on with the Project
A consistent message is delivered
Communication follows key Project milestones
The rationale and benefits of the change are understood by employees
The grapevine is managed and used for positive purposes
A feedback loop is utilized now and in future change initiatives
Our Transition Methodology - How will we know we are successful?
Page 22
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Agenda
Page 23
•Payroll Administration focused on Time, Attendance and Leave processing (State retains Payroll Production)
•Benefits Administration including COBRA and FSA
•Human Resource Administration (State retains Employee Relations)
•Staffing Administration
•HR Learning (State retains Agency specific training)
Integrated Employee Service Centers
World Class Data Centers
Management Reporting & Metrics
Innovative Employee Contact Mgt. Solutions Platform Maintenance Audit/ & Compliance
HR Portal/ESS/MSS Solutions
Proj. Mgt./Implementation ERM/Research
Transition Overview - Services to be Outsourced
Page 24
Best Practices Tangible Benefits
A proven methodology Depth & breadth of experience A shared commitment for
success Prioritized work plan delivering
early results Senior management involvement
through the Steering Committee
Project Management Office Certified Processes Standard Approach
• Scope Definition (Blueprint)
• Milestones w/ Critical Path
• Communication Standard Controls
• Integrated Project Plan(s)
• Budget / Cost Management
• Risk Management
• Resource Planning
• Web-based PMO tools
Transition Overview - Program Management Discipline
Page 25
PrioritisationFix prioritisation meeting
Fault IdentifiedObservation report raised
Fault Team ManagerReview
High level impact analysisor review
RepairFix applied
Re-testRe-execute test
Prioritised for fixingor status ="Assigned"
status = "Passed toTest"
Insufficient info orstatus =
"Rejected"
Fix it later releaseor status = "Defer"
Sucessful re-testor status ="Closed"
Unsuccessful re-test
or status = "raised"
Status Orig Ref No.
Issue Description Users Priority
Date Raised
Raised By Work Stream
Issue Category Options, comments, analysis required, next steps
Team Member Responsible (BGE)
Outstanding 1 Need full documentation of installation and implementation to date of PS HRMS
High 1/11/2002 PMO Service System Conversation with HR IT DW
In Progress 2 Decision around resourcing requirements for future training function
Medium 1/11/2002 Ops Change System Initial solution offered and submitted.
JM
Resolved 3 Location for project commencement and confirmation of logistics
Medium 2/2/2002 PMO PMO Planning Need to investigate further JM
Transition Overview - Program Management Tools
Page 26
Data Gathering
Assessment
BlueprintWalkthrough
Individual and facilitated sessions with the Agencies in order to understand thecurrent HR environment.
Approval from State to move into the next phase of Transition.
StartRealization
Phase
Define the next steps regarding how the Realization Process works.
Documentation of the GAP between the current operating environment of theState Agencies as benchmarked against our Best Practice model.
Receive StateSignoff
The Transition team will walkthrough the entire Blueprint document deliverableswith the State to ensure a complete understanding of the components.
Transition Overview - How does the Business Blueprint Process works?
Page 27
Gap Assessment
Best Practice Process Flows
Change Management Plan
Training Plan for End Users
Data Interface Plan
Business Continuity Plan
Transition Overview - Key deliverables of the Business Blueprint Phase
Page 28
Provide access to your key senior HR personnel in order to gain the insight needed to assess the current state
Schedule a current state interview session within the next 7 business days
Identify the means by which you currently communicate to your employees
Transition Overview - What we need from you during the Business Blueprint Phase
Page 29
Key Messages
We have the right team to partner with the State of Florida.
We our commitment to keeping jobs in the State of Florida.
Our core competence is providing HR outsourcing services to leading organizations.
We leverage “Best Practices” to improve the quality of service to State employees.