closer to the business partners

September 2011

Closer to the business partners – Supporting front-line business through Centre of Excellence

International HR Shared Services: Vision / Mission

VisionTo be a trusted partner to associates, managers and the broader HR community whenthey need HR operational support. The team will be the model for answering queries & processing transactions right the first time, every time with a positive attitude that others emulate.

MissionInternational HR Shared Services will deliver consistent, high-quality, cost-efficient HR operational support to associates, managers and the broader HR community. This support will provide HR managers and specialists the free capacity to focus on the organizational and people capabilities of their business clients.

2Bank of America Merrill Lynch

The journey

Gen 1:Build / establish

Capability (Q4 2008 – Q4 2010)

Generation II –Manage / Enhance

Capability (Q2 2010 – Q4 2011)

Generation III –Create

Breakthrough (Q2 2011 – Q4 2013)

• Establish Transition Capability:• Selected locations and

integrate teams• Created service catalogue,

standard practices, procedures and metrics

• Standardized employee facing tools (Oracle, GHR Online etc) and supporting tools (CRM, Imaging etc)

• Renegotiated / improve supplier contracts

• Established hand-off points e.g. between staffing & shared services for new hires

• Leverage Global Capability• Minimize post-transition

supplier footprint• Improve internal training to

enhance performance• Integration & governance

for smaller countries• Establish24 X 5 follow the

sun model for simpler processes e.g. data entry

• Value-Add• Create integrated global

process flows to leverage most efficient & cost effective locations

• Expand the Coverage i.e. more value added services

• Measure impact beyond CSAT – i.e. efficiency

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International HR Shared Services: Delivery Model

HR operational support is delivered both through HR Online and over the phone. HR Online and supporting systems are managed centrally, while services are delivered regionally via Shared Services Centers. All services are delivered in close partnership with both HR specialists and country and LOB HR management.

HR Shared ServicesLife Events ManagementBenefits Administration

Timekeeping & Payroll DeliveryAssociate Transactions & Data Management

HR Policy & Tools Support

HR Generalists

HR Specialists(Comp & Benefits)

Associates & Managers

EmployeeRelations

Lines of Business

Onl

ine

Phon

e

HR Specialists(Staffing, L&LD,

Diversity)

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International HR Shared Services: Guiding Principles

Minimize Operational Costs and Maximize Process efficiency• Consolidate, standardize and automate high volume processes• Eliminate duplicate effort and process inefficiencies through lean and six sigma tools• Outsource processes where 3rd party solutions provide cost, efficiency and/or capability benefits• Influence and Govern Technology Strategy and the Total Cost of Ownership of all technology solutions

Maximize Service Quality• Deliver consistent, timely and accurate technology and process solutions to associates and managers• Maximize the associate experience and associate satisfaction with services and tools• Optimize associate adoption of services, processes and tools• Provide accurate and timely human capital data through integrated global data and analytical tools

Manage and Control Operational Risk• Ensure transparency into GHR risks and drive a culture of risk and compliance across GHR• Leverage rigorous Change management methodology and practices to manage and mitigate impact of change• Provide Process and Technology integration routines and structure across all specialist functions• Drive a consistent, balanced and solutions-focused risk management process across GHR and support

functional teams to make informed, fact-based risk/reward decisions

Enable other areas of HR to focus on business strategy• Allow/enable other areas of HR to focus on being strategic contributors to the lines of business• Low volume, non standard or unique LOB specific processes and support needs will generally not be supported

by shared services


International HR Shared Services: Locations

Key RegionCanada & Latin AmericaEurope, Middle East & AfricaIndiaAsia Pacific

Ottawa,Canada

Camberley, United

Kingdom

SingaporeSingapore

TokyoJapan

San Jose,Costa Rica

Mumbai, India


HR Shared Services Delivery ModelAPAC

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Country HR

Payroll Benefits Admin

Data & Reports

Life Events

GHR Online (Self-service Tools)

Client Services (phone and AskHR forms)

HR Shared Services

HR (Country, Generalist)

Vendors Specialists

Employee Relations

Employee ManagerBank of America Merrill Lynch

Winning as much as you can


“we” should all win


Who is the Centre of Excellence?

Payroll

HR Shared Services

HR Specialties (C&B, Staffing)

HR

Control (Support) Functions


… and who is the customer?

HR SS

Employees

LOB HR Generalists

Functional HR

Country HRManagers

Executives

Regulators

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Traditional Service Centre Metrics measure transaction capability,Need to get comfortable with Qualitative and define value add

•Easy resolution of queries•Quick and clear closure of transaction requests

•Minimal distracting “noise”•Simplifying the complexity•Data, data, data

•Make the process “seamless”•OperationalizeStrategy

•Understand country uniqueness

•Simple and fast•Reduce Admin•Data

•One HR•Trends and Analysis

Bank of America Merrill Lynch

•Visibility, accountability and good practice

Moving to Breakthrough

• How to measure success:– Operational metrics have a role, but also limitations– Anecdotal / qualitative feedback – stripping the emotion

from the facts, and coming to terms with “Perception is reality”

– Next-Gen performance metrics e.g. Efficiency, value-add, Opportunity benefits

• Integrating laterally:– Being seamless– Having the end in mind– Being process-oriented in a transactional world



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