HR Redesign Shared Services Model

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HR Redesign Shared Services Model
Tier 3
Tier 2

• increase effectiveness
• streamline delivery of services
• automate processes and procedures
• reduce costs
• add new services
• enhance HR services

Tier 1
Foundation Workforce Strategic Plan
2
Workforce Strategic Plan
Headcount and Workforce Demographics Limited
Duration Appointments Temporary Staffing Usage
(Internal and External) Independent
Contractors Total Compensation Overview (Faculty
and Staff) Workers Compensation Workplace
Safety Positions Filled National, State and
Regional Unemployment External Search Firm
Spend Usage of Tuition Assistance
Benefits Internal Promotions by Entity, EEO
Categories, Race Gender Employee
Development Management and Leadership
Development Termination Trending Reductions-in-For
ce Retirement Trending by Entity and EEO
Categories Retirement Eligibility Now and Within
Next Five Years
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Tier 3 HR System-wide Administration
Tier 2 Regional Service Centers
Model leverages HR expertise, provides consistent
services, reduces costs and avoids
duplication of effort, enhances/ improves quality
of service and leverages technology effectively
WEST Clinical Education, Chattanooga Family
Practice Clinic, Jackson Graduate School of
Medicine, Knoxville UT Health Sciences Center UT
Martin
EAST Institute of Agriculture Institute of Public
Service University-wide Administration UT
Chattanooga UT Knoxville UT Space Institute
Tier 1 Human Resources Officers
Campus/Institute HRO support, some have
Payroll and Insurance
Moves transactional and non-strategic activities
to regional service centers
4
Call Center
Technology/ Reporting Metrics/Policies
Workforce Planning
HRO Face of Campus/ Institute
Employee and Organizational Development
Compensation
Employee Relations
Benefits Retirement
Integrated HR Services
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• Re-engineering HR Processing
• Enhanced Service Delivery
• HROs Strategically Aligned with Campus/Institute
  Leadership
• and System CHRO
• Increased Technology Capabilities
• Competent, Well-Trained HR Staff in Regional
  Service Centers
• Performance Metrics and Return-on-Investment
• Continuous Measurement and Improvement

Redesign Elements
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Enhanced Service Delivery
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New/Enhanced Services
Improve current services
New services
Workforce Strategic Planning
Compensation
State-wide Recruitment
Records Management
HR Technology Plan
Executive Recruiting
Benefits
New Staff Orientation and Onboarding
HR Metrics and Dashboard
Leadership and Management Development
Health Promotion
Employee Relations
Change Management
Employee Communications
Employee Development
Workplace Safety
Career Development Institute
Organizational Effectiveness/ Performance
Management
HR Policies and Procedures
Recognition Programs
Work Culture Enhancement
Family-Friendly Work Environment
HR 3-5 Year Strategic Plan Workforce Strategic
Plan (State-wide Campus/Institute) HR Technology
Plan Web Page Redesign/Enhancement (managers
toolkit) Succession Planning Quarterly
Reports/Performance Metrics
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East Regional Service Center, Knoxville
Training/TAG Leadership Inst. Succession
Planning Performance Mgmt Needs
Assessments App. Tracking System Diversity
Recruitment Executive Recruitment ORP/TCRS Life
Planning Deferred Comp HR Policy Committee HR
Technology Plan Metrics Reporting
Workforce Strategic Plan
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West Regional Service Center, Memphis
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Questions/Answers
Over the past several years, the shared services
concept has become an effective delivery model
for countless HR functions around the world.
Organizations are turning to shared services in a
drive for consistency, improved quality,
consolidation, technology enablement, labor cost
savings and business value. The move to shared
services also supports the increasingly popular
concept that HR can operate more effectively when
it is organized and managed according to its two
primary responsibilities transactional and
strategic. Mercer Point of View Article January
29, 2008