getting your hr house in order
TRANSCRIPT
© 2016 ServiceNow All Rights ReservedConfidential © 2016 ServiceNow All Rights ReservedConfidential
A Global HR Contact Center Transformation: “Getting the House in Order”Jeffrey Gore, Director of Product Management, ServiceNow
Daniele Colombo, Assistant Director, HR Services, Ernst & Young, LLP
Paul Webb, Principal, ServiceNow COE , Advisory Services, Ernst & Young, LLP
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HR Wants to Drive Employee Satisfaction and Strategic Value
Scale the delivery of HR services depending
on the needs of the organization
Focus more on strategic activities
such as organizational development and employee culture
Drive high levels of employee satisfaction
with HR and the enterprise
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Employees Desire a Consumer Grade Approach to Service
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HR Service Delivery Doesn’t Match Expectations
Employee Human Resources
Emails Phone Calls Spreadsheets
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High Costs
Employee Human Resources
Emails Phone Calls Spreadsheets
80% Repetitive
Tasks
$15.00 per Call
$110 per Form
Processing Error
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What is the Impact on Employees?How do managers describe consumer services vs. workplace services?
Consumer/ workplace service delivery gap leads to:
Employee productivity drain
Negative employment brand
Attrition
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ServiceNow HR Service Management
Reduce Costs Boost Productivity Improve Quality of Service
Scale HR Services
Transform the Employee Experience
Employee Human Resources
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The HR Transformation Journey
StructuredService
SelfReliance
ManagedInteractions
Case and Knowledge Management
Employee Portals
Onboarding and Lifecycle Events
High TouchDependency
Spreadsheets, Email, Phone Calls
A global HR Contact Center transformation: “getting the house in order”
20th HR Shared Services & Outsourcing Summit18 October 2016
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AgendaOur team and story today
Paul WebbPrincipal, ServiceNow COE Advisory ServicesErnst & Young, LLP
Daniele ColomboAssistant DirectorHR ServicesErnst & Young, LLP
1 Case for change
2 Global HR Contact Center transformation
3 Global HR Contact Center implementation
4 Key benefits, takeaways, Q&A and appendix
EY is a global professional services firm. We are 230,000 people based in 728 offices in 150 countries.
EY
The views expressed by presenters are not necessarily those of Ernst & Young LLP
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Case for changeRapid growth and changes to the external world require us to transform our HR
Leverage our global footprint and expand languages, locations, scope with improved global processes
Cloud solutions with a globally integrated HR system, empowering managers and employees through self-service
Country HR teams focused on partnering with the business to ensure we have the right people and skills to better serve our
clients
Talent roles
Shared services
Technology
Whenever you join, however long you stay, the exceptional EY experience lasts a lifetime.
What will EY look like in 2020?
300,000 employees supported by HR
Generating $50 billion in revenue
$4 million job applications
60,000 new alumni each year
14 million planned learning hours
Symphony
2020
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Global HR Contact Center transformation We opted for a phased approach to get the house in order first
EY HR professionals
EYemployees
EYmanagers
EYcandidates
Existing intranetmyHR landing page
IVR
PhoneEmailChat
Knowledge Base
60%-70% 8%-10% 2%85%-90%
EYpartners
Case
Talent + Talent Shared Services (TSS): Technology filter TSS: High-touch filter Talent: High-value activities
Technology support Generalist support
TSS: Resolution filter
Specialized support Business partnering
Resolution target:
Consistent customer experience
Tier 0Direct access
Tier 1Generalist
Tier 2Specialist
Tier 3Strategy, policy, exceptions
and approvals
► ServiceNow► Cisco
► ServiceNow
► ServiceNow
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Global HR Contact Center transformation We streamlined processes and technology to get the house in order
Casemanagement
Knowledgemanagement
SurveysOutlook emailintegration
Reporting & analytics
Chat Security & data protection
Servicelevels
Telephony
✓
✓
✓
✓
✓
✓
✓
✓
✓
✓
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✓
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✓ ✓
Pro
cess
cla
ssifi
catio
n fra
mew
ork
Cross org request
✓
✓
✓
✓
Manage knowledge base
Manage calls
Manage emails
Manage chats
Manage cases
ServiceNowCisco
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Global HR Contact Center implementationWe deployed globally and rapidly
CanadaUnited States
BeNePoland
UK
China
Philippines
Africa Oceania
India
Germany
CompleteIn progress
238 functional requirements
5 key global processes
147,000 employees touched by the new solution
4 technology vendors assessed
15 Contact Center subject-matter resources (global)
600 HR Shared Services staff using the new solution
15 weeks of iterative global build
3 implementation partners assessed
How
14 core project team members
When
Updated as of October 2016
Where
January 2015
July2015
January2016
Strategy and business case
Technology vendor selection
Process design kickoff
Implementation partner selection
Technology design kickoff
Complete technology build
User acceptance testing
First go-live
Completion of 8 go-lives
First chat go-liveOctober2016
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Global HR Contact Center implementationWe have collaborated with EY Advisory to design an agile and rapid ServiceNow HR implementation
Iteration1
Process
Tech
nolo
gy Iteration2
Process
Tech
nolo
gy Iteration3
Process
People & Org
Tech
nolo
gy
People & OrgPeople & Org
Trad
ition
al m
etho
dolo
gy
Requirements Design, build, test Deploy
New highly customized
system
Process
People & Org
Technology
Customized solution
Adv
isor
y m
etho
dolo
gyRequirements driven, linear, customized, time-consuming
User centric, iterative, agile, rapid
Enabled by weekly functional and technical reviews of mock-ups and supported by virtual “war rooms”
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Key benefitsWe achieved greater operational effectiveness and efficiency; we are now ready to focus on enhancing the customer experience
Process inconsistency No consistent tier model, different forms and effectiveness of knowledge
repository
Technology inconsistency Multiple systems with limited tracking and reporting; inadequate data privacy
protection
Scope inconsistency Different range and depth of services delivered and processes covered
Organization inconsistency Different organizational models with disconnected teams reporting into two
functional leadership groups
Service measurement inconsistency Work categorized and measured differently, not comparable across centers
and heavy manual reporting
Process consistency Globally consistent, tier-based process with clear roles and responsibilities
with one single HR knowledge base
Technology consistency One global technology platform with role/geography-based accesses
Scope consistencyDefined global scope of work to support ongoing and future migrations of
services to Shared Services
Organization consistency Clear multi-tier model, locally adjustable, with better connected teams
reporting into a single leadership group
Service measurement consistency Real-time, automated, comparable reporting with greater insights into
employee interactions with HR
TodayYesterday
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Key takeawaysWe have learned and applied some key lessons
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Phase it outPhase it out functionally and
geographically. Get the house in order before focusing on the customer
experience.
1
Go globalInvest in reaching bottom-up global
consensus with the right representatives in the room. Don’t forget about non-HR
stakeholders for the cross organization request solution.
2
Build once, deploy rapidly
Build a global solution once, deviate only for local legal requirements. Use a
standard toolkit to deploy locally via rapid configuration.
3
Build agile, don’t customize
Build the system via iterative sessions. Keep it simple, user centric, easy to maintain and close to out of the box.
4
Keep process and technology together
Design global processes and technology together, with both expert groups in the
same room.
5
Design Outlook integration earlier
Engage Information Technology Security earlier to review security standards and
obtain approval for emails from your shared mailboxes into ServiceNow.
6
Plan security model earlier
Engage Information Technology Security and Data Privacy earlier to obtain approval of the proposed security matrix. Design it
based on roles and geography.
7
Manage vendor upgrades
Assess the impact of vendor upgrades on your deployment road map to limit
disruptions to your planned go-lives.
8
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