Revise redundant and disparate business processes and policies for quick wins that set direction.
Implement technology to support new business processes which collect and connect clean data, allowing HR to measure activities and identify areas for improvement.
Use self-service technology to give employees control over many HR transactions and foster collaboration across the organization.
Incorporate business intelligence tools to drive new insights across HR and the organization.
TRANSACTIONAL BACK-OFFICE
STRATEGIC MISSION SUPPORT
43 51 2
KEY
EMPLOYEE CENTRIC
COST SAVINGS
NEW CAPABILITIES
Five Steps to HR Optimization: Transforming from Transactional Back Office HR Operations to Strategic Mission Support
Bring executives what they need to make better decisions.
GET THE BASICS RIGHT
ENABLE BIG DATA, EASY ACCESS
GEAR UPTECH TIME
HELP EMPLOYEES HELP THEMSELVES
DESIRED OUTCOMES
Shared services across the agency
Single-core HR system
Self-service for all employees
Forecasting & reporting
Proactive
BRING MORE TO THE TABLE
CURRENT CHALLENGES
Disparate HR functions
No employee self-service
Little or useless data
Reactive
Legacy systems with numerous interfaces
LETTER SIZE PRINT LINE
Revise redundant and disparate business processes and policies for quick wins that set direction.
SCOPE: Program support center managed
essential human services programs
Funded under a fee-for-service model rather than through appropriations
Business measures vital to ensuring enduring center viability
Workplace modernization required to redesign business processes and reduce physical footprint
Revise redundant and disparate business processes and policies for quick wins that set direction.
Use self-service technology to give employees control over many HR transactions and foster collaboration across the organization.
STEP 1:GET THE BASICS RIGHT
Citizen services at this health agency expanded over time which created redundant processes and left only a few employees nearing retirement with the institutional knowledge required to run their business.
1
Enhanced human capital decision making and investment; met compliance with President’s Management Agenda’s focus on strategic human capital management
BACKGROUND CHALLENGES OUTCOMES
GEOGRAPHICALLY DISPERSED EMPLOYEES
67,000+ 30+ Business Processes
300+MILLION
IN ANNUAL COST SAVINGS10$
deemed inefficient or redundant—Redesigned 30+ business processes deemed inefficient or redundant to move organization towards shared services model; business processes documented; institutional knowledge centralized
MILLIONIN ANNUAL COST SAVINGS
THROUGH PROPERTY CONSOLIDATION ANALYSIS OVER 3 YEARS
9.5$
LETTER SIZE PRINT LINE
A large federal agency with nationally dispersed workforce experienced significant personnel growth quickly
HR capabilities and technology platforms did not evolve at the same pace of growth, impairing ability to meet mission requirements
Agency adopted automated web-based attendance & scheduling system to reduce payroll errors/inefficiencies for accurate, on-time transaction delivery
SLAs that do not drive accountability or performance
High contractor turnover andlimited flexibility due to single-contractor model
Improved customer call center satisfaction to 95% while processing 12,000 new hires, 60,000 personnel actions and 30,000 benefit transactions
Implement technology to support new business processes which collect and connect clean data, allowing HR to measure activities and identify areas for improvement.
Backlog of HR actions and lack of timeliness across employee transactions
BACKGROUND CHALLENGES OUTCOMES
STEP 2:GEAR UP TECH TIME
A backlog of personnel actions, high turnover, and an inability to meet Service Level Agreements (SLAs) created a lack of accountability and multiple challenges for this Federal transportation agency.
2
60,000+Virtualized
individual personnel records
MILLION
PROJECTED ANNUAL SAVINGS FROM REDUCED PAYROLL ERRORS2$
LETTER SIZE PRINT LINE
LETTER SIZE PRINT LINE
A large federal agency with nationally dispersed workforce experienced significant personnel growth quickly
HR capabilities and technology platforms did not evolve at the same pace of growth, impairing ability to meet mission requirements
Agency adopted automated web-based attendance & scheduling system to reduce payroll errors/inefficiencies for accurate, on-time transaction delivery
SITUATIONA cross-agency initiative aimed to make HR information accessible to employees via in-house technology and streamlined call center operations
Multiple customer entry points and fragmented customer service models led to inconsistent answers, poor customer service and expensive HR operations
Established a centralized process model, allowing the organization to operate more effectively with fewer
employees; resulted in savings of
annually that was reinvested in mission critical programs
Improved accessibility to HR information and tools through the introduction of employee self-serve functionality (new case management system)
Enabled consistent service quality for employees at any location
Increased collaboration between call and web transaction centers through case management
Use self-service technology to give employees control over many HR transactions and foster collaboration across the organization.
BACKGROUND CHALLENGES OUTCOMES
STEP 3:HELP EMPLOYEES HELP THEMSELVES
A perception of poor quality services from this government agency, coupled with low levels of efficiency, motivated the agency to understand how to improve operations and empower employees.
3
MULTIPLE FEDERAL AGENCIES WITH 111,000 EMPLOYEES AND 3,500 HR STAFF
PROJECTED ANNUAL SAVINGS FROM REDUCED PAYROLL ERRORS
MILLION3.6$
LETTER SIZE PRINT LINE
SITUATIONA cross-agency initiative aimed to make HR information accessible to employees via in-house technology and streamlined call center operations
Multiple customer entry points and fragmented customer service models led to inconsistent answers, poor customer service and expensive HR operations
Increased collaboration between call and web transaction centers through case management
Needed to aggregate existing information from various systems to understand risks to employee retention, predict future demand scenarios based on external and internal factors, and determine the most effective way to fill talent needs
Disparate data and systems didn’t provide insights necessary to determine efficient incentive structure to retain top talent
Inefficient spending on “trial and error” solutions to attract and retain top talent; invoked employee feelings of inequality and eventually led to employee separation
Used HR analytics to achieve
in costs across recruitment, severance, training and HR operations
Built a “Build, Borrow, Buy” model which reduced costly external hiring
Streamlined incentive packages led to more consistent HR support and higher employee satisfaction
Developed flexible talent strategy that can change based on needs and external factors
Incorporate business intelligence tools to drive new insights across HR and the organization.
Faced high attrition rates
BACKGROUND CHALLENGES OUTCOMES
STEP 4:ENABLE BIG DATA, EASY ACCESS
High attrition among top performers and senior leadership caused this organization to analyze which incentive programs and compensation packages would not only attract, but also retain talent in different economic environments.
4
15% REDUCTION
LETTER SIZE PRINT LINE
LETTER SIZE PRINT LINE
Built a “Build, Borrow, Buy” model which reduced costly external hiring
Streamlined incentive packages led to more consistent HR support and higher employee satisfaction
Developed flexible talent strategy that can change based on needs and external factors
Faced redundant workforce positions but was unable to understand or evaluate employee skills and experiences
Needed to revise business processes and implement system for employee profiles and performance management to enable comprehensive views into workforce and gain flexibility to reorganize seamlessly in the future
Overstaffing
Cultural clashes
Inability to evaluate talent pool to identify the right people for the right job
Inconsistent and unaccountable employee evaluations led to unpredictable financial results
Identified 15% in personnel reductions through redeployment and attrition
Redistributed workload to increase employee productivity by
Improved process orientation and accountability and verified employee capabilities
Provided organization structure recommendations for improved operational performance; led to faster decision-making across department heads
Enhanced management capability by building perception of HR as trusted advisor
Bring executives what they need to make better decisions.
Saved ~ $6.2M through process improvement and resource reduction
10% to 50%
• Forecast workforce supply and demand
• Predict ROI for specific HR activities
• Understand the pulse of the workforce
• React quickly to external pressures
BACKGROUND CHALLENGES OUTCOMES
STEP 5:BRING MORE TO THE TABLE
Faced with integrating personnel from realigned organizations and a need for higher performing employees to increase efficiency, this organization looked to better understand its workforce to put the right people in the right positions.
5
LETTER SIZE PRINT LINE
PRINT LINE
Faced redundant workforce positions but was unable to understand or evaluate employee skills and experiences
Needed to revise business processes and implement system for employee profiles and performance management to enable comprehensive views into workforce and gain flexibility to reorganize seamlessly in the future
Identified 15% in personnel reductions through redeployment and attrition
Redistributed workload to increase employee productivity by
Improved process orientation and accountability and verified employee capabilities
Provided organization structure recommendations for improved operational performance; led to faster decision-making across department heads
Enhanced management capability by building perception of HR as trusted advisor
For more information on how HR optimization can help your agency preserve the mission and increase efficiency, visit accenture.com/govefficiency
For more information
Kate [email protected]+1 571 858 2828
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Mimi [email protected]+1 571 414 5392
Accenture is a global management consulting, technology services and outsourcing company, with more than 293,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.
TIP
With a concentrated focus on the employee, HR operations can move closer to enabling mission outcomes through small, yet impactful, steps.
STRATEGIC GOVERNMENT EFFICIENCY
Empower people and improve processes to create new efficiencies.
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