driving employee engagement by measuring hr service delivery - msci

DRIVING EMPLOYEE ENGAGEMENT BY MEASURING HR SERVICE DELIVERYKevin Mendonsa

Executive Director - HR Technology, Finance Technology & Employee Services

AGENDA

• Why Employee Engagement matters

• Why tracking service issues is critical

• Selecting the right platform for HR and employees

• Agile implementation for Rapid ROI

• Driving Decisions using Data & Analytics

2

BASIC FACTS ON EMPLOYEE ENGAGEMENT

3

What is engagement?The extent to which employees commit – both rationally and emotionally – to something or someone in their organization, how hard they work, and how long they stay as a result of that commitment.

Why care?Firms that focus on engagement have achieved significant improvement in…

Employee motivation and commitment Growth and productivity Overall business success

WHY TRACKING SERVICE ISSUES IS CRITICAL?• You cannot MANAGE what you cannot MEASURE.

• Employee issues are typically “EMOTIONAL” i.e. Payroll, Benefits, Compensation, Employee Relations etc…..understanding them is critical

• Knowing the “WHAT”, “WHERE” and “WHY” of employee issues are critical in understanding the challenges, concerns and needs of our employees

• Allows HR and business leaders to use “DATA AND ANALYTICS” to drive improvements specific to locations and/or company wide

• Delivering services in COMPLIANCE WITH SLAs also sets a standard for how they service their “customers” – internal & external

• MEASURE the success/failure of global transformation efforts

4

WHAT IS THE RIGHT PLATFORM FOR HR?

• Built with a FOCUS ON USER EXPERIENCE for HR, employees & business

• INTUITIVE eliminating extensive training and change management

• Operates the way HR does and puts HR in charge…BUILT BY HR FOR HR

• Is Software as a Service (SaaS) with SINGLE CODE BASE for all customers

• Enables robust and comprehensive DASHBOARDS AND REPORTING

• Easy to IMPLEMENT, CONFIGURE and INTEGRATE within HR

• CAPTURES KEY DATA along the life cycle of a transaction

• Actively MANAGES SERVICE LEVEL AGREEMENTS (SLAs)

5

AGILE IMPLEMENTATION FOR RAPID ROI

• PRE-PREPARATION is critical to shorten the implementation timeline─ Hierarchy of Issues─ Service Level Agreements─ Routing matrices─ Security Roles based on responsibility

• Use an AGILE ITERATIVE methodology vs. the traditional waterfall approach

• Keep it SIMPLE and leverage “Out of the Box” configurations as much as possible reducing complexity, cost and time

• Get it 85% right and leverage CONTINUOUS IMPROVEMENT for the remainder 15%....change is a constant

• Run a PILOT with global HR to test drive before deploying to the enterprise which accelerates adoption and makes change management easier

6

PROTOTYPE 1 TEST

Configure

FEEDBACK

Configure

PROTOTYPE 2

Configure GO LIVE!

PROTOTYPE 3

DRIVING DECISIONS BY DATA & ANALYTICS ISSUE VOLUMES

Location, Region Issue Type, Channel Resources

ISSUE RESOLUTION First call/First day resolution stats Durations, Cycle time, Aged cases SLA Management

TRANSACTION ACCURACY Rework / Reopening Customer satisfaction surveys Customer feedback for identifying continuous improvement targets

ESCALATION TRACKING Between tiers Increase the successful execution of transactions in the lowest possible tier 7

SAMPLE VOLUME MEASURES

8

July August September

152 178

331

175127

183

540

635 645

Volumes by Region

Americas APAC EMEAI

June July August September0

200

400

600

800

1000

1200

1400

0.01.02.03.04.05.06.07.08.09.0

Volumes - Response time (days)

Avg. Response time

Recruiting

Exit Proce

ssing

Personnel A

dmin

New Hires

Letter Requests

Benefits

Learning

Vendor Management

Payroll

Relo Immigration

HR Systems

Other

Time A

ttendance

Compensation

Report Requests

Policies

Employee Relations

632

499

390 384341

295191

132 126 85 84 84 56 54 47 8 3

Issue type distribution

Mumbai

London

Budapest

Geneva

Frankfurt

Paris

JohannesburgMila

nDubai

Stockholm

0200400600800

10001200

0.0

0.5

1.0

1.5

2.0

2.5

1.51.2

1.0

2.2

0.50.1

0.60.3 0.3

0.1

Issues by Location & Avg. per Employee

Issue/Emp

SAMPLE PERFORMANCE MEASURES

9

June (since 22nd)

July August September to date

0

200

400

600

800

1000

1200

0.700.750.800.850.900.951.001.051.101.15

445

916 943

68408

890 999

75

1.091.03

0.940.91

ISSUE VOLUMES & CYCLE TIME

Issues Opened Issues ClosedResolution Cycle Time (days)

1988; 88%

50; 2%114; 5%52; 2%28; 1%26; 1%

ISSUE RESOLUTION (days)

1 day2 days3-7 days8-14 days15-30 days>30 days

0

50

100

150

200

250

300

350

400

450

0

2

4

6

8

10

12

14

391 329 292 166 154 148 117 70 58 48 48 23 22 33

7

2

13

3 2

4

21

01

5

0 0

Avg. Response time (days) by Owner

Count Avg. Response (days)