Transcript The State of Florida ITN

HR Outsourcing Presentation
Tampa, FL
August 21, 2002
Convergys Proprietary
Key Messages
 Outline the core team members who will partner with the State of
Florida.
 Convey our commitment to keeping jobs in the State of Florida.
 Illustrate our core competence model for providing HR
outsourcing services to leading organizations.
 Instill confidence in our ability to leverage “Best Practices” to
improve the quality of service to State employees.
Page 1
Agenda
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Page 2
Core Team Members –
A winning combination
Business Entity
TAG
The Allen Group
Roles / Responsibility
Key Facts
Primary provider for solution and overall service delivery
Project Management; Best Practices
Service Center
Architecture; HRIS Application
Web based tools
Surveys
Publicly held corporation; Traded NYSE: symbol CVG
Member S&P 500
Leading provider of Employee Care Services
Former Governor’s Sterling Award Winner
Subcontractor
Consulting
Current State Assessment / To Be Design
Change Enablement (communication)
Global professional services
Recognized worldwide of helping clients improve their
business performance
Subcontractor
Front End Applicant Tracking
Advertising and Screening
Leading provider of Talent Relationship Management
Web based application designed to hire better people faster
Subcontractor
EAP
Minority Business, Headquartered within Florida
Certified, Licensed Professional Providers
National Network with 24 hours assistance
Page 3
Agenda
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Page 4
HR Service Delivery Model –
Overview
• Considers special needs of State Agencies
• Leverages leading HR platform, SAP
• Delivers proven implementation process
• Supports “One Florida Plan” and “Service First”
• Provides an experienced team with broad HR competency
Page 5
HR Service Delivery Model –
Transition Team Structure
PMO
Project Lead
Manages the process & progress of the overall
program
Program Leadership and accountability
Builds, leads & manages an integrated operational
team
Manages & contains risk
Steering Committee
State of Florida DMS Executives
Convergys Executives
Deloitte Executives
Chris
Chris Emerick
Emerick
State
State of
ofFlorida
Florida
Project
Project Lead
Lead
Angela
Angela Anderson
Anderson
Project
Project Management
Management
Director,
Director, PMO
PMO
Virtual Center of Excellence
Business Strategies/
Design
Vendor Management Team
Convergys
CindyQuality
Whitacre
HR Service Delivery Team
Director, Quality
Convergys
Quality Assurance Team
HR/Employee Relations
Benefits/Payroll Admin.
Staffing & Recruitment
Convergys
Project Lead
Project Lead
Project Lead
Change Enablement
Process - Current State
To-Be Designed
Audit and Reporting
Best
Practices/
Benchmark
Director, Legal / Compliance
Convergys
Communications
Service Center Team
Service Center Team
Service Center Team
Sr. Business Manager
Sr. Business Manager
Sr. Business Manager
Client Service Manager
Client Service Manager
Client Service Manager
Technical Team
Technical Team
Technical Team
Technical Manager
Technical Manager
Technical Manager
Training Team
Training Team
Training Team
Training Account Mgr
Training Account Mgr
Training Account Mgr
Financial Analyst
Transitions to “Ongoing Support”
Billing
Transition Support Only
Page 6
HR Service Delivery Model –
Service Overview
Page 7
HR Service Delivery Model –
“One Touch”
“One Touch” Vision
Integrated Contact Service Centers located in Florida
• HR Portal enabled with KMS
• Communication Vehicle and Survey Instrument
“One Touch” Service Model
• Employee and Manager Self Service
• Flexible SAP R/3 Human Resources Software Platform
Tier 0 - Employee Self-Service
(IVR, Web)
• Centralized Contact Tracking and Case Management
Dedicated Team
• Experienced Management
• Professional HR Specialists cross-trained in multiple HR
areas
• Continuous Learning Environment
• Implementation Experience
Tier 1 - Service Center (Inquiry,
Transactions, and Assistance)
Tier 2 - Escalation, Appeals, and
Case Management Support
Tier 3 - Strategic Design / State of
Florida HR Management
Escalation
• Performance Measurements and Evaluation
• Process Improvements
World Class Voice and Data Centers
Enhanced Reporting Tools
Fulfillment
Page 8
HR Service Delivery Model –
The Convergys Difference
• Dedicated Support Model
• Culture of the Client
•
•
•
•
Experience
Ongoing Training & Development
Flexibility
Commitment to Quality
• Partner vs. Vendor Approach
• Proactive vs. Reactive
• Accurate and Easily Accessible Information
• Increased Employee Satisfaction
Page 9
HR Service Delivery Model –
Potential Job Opportunities
Support Positions
• Project Management
Blueprinting
Transition
• Technology
Requirements Analysts
Developers
Quality Assurance
Operations and Service Center
• Leadership
Operations Management
Team Leaders
Subject Matter Experts
• Employee Care Specialists
Tier 1
Tier 2
Subject Matter Experts
Reporting
• Training
Instructional Analysts
Course Writers
Instructors
• Process & Quality
• Audit
• Vendor Management
Page 10
Agenda
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Page 11
Our Transition Methodology –
How Do We Get There?
•Organization Structure
•Culture
•Values
•Training
•Communication Methods
People
•Quality
•Change Enablement
•Audits
•Global Best Practices
•Business Continuity
•Systems
•Telecom
•Databases
•Connectivity
•Reports
Process
Technology
Page 12
Our Transition Methodology –
The Process Phases
Sign-Off
Sign-Off
Business
Blueprint
Project
Preparation
• Plan and
prepare for
the project
• Define common
terminology
• Gather
Technical
Requirements
Configure
(Realization)
• Implement the
requirements
as defined in
the Blueprint
• Gather
Business
Requirements
Test & Staff
(Final Prep.)
• Perform final
Integration
testing
• Staff the
Service Center
• First Contact!
• Transition to
ongoing
Operations
• Staff Training
• Perform User
Acceptance
Testing
• Define
Interfaces
• Scope Definition
QA checkpoints
Project Management (Project Plan, Meetings, Issue/Risk Management)
Change Enablement and Communication
Page 13
“Go Live”
Our Transition Methodology –
The Process Activities
User Acceptance Testing
SIGN-OFF
SCOPE
SIGN-OFF
Project
Preparation
Business
Blueprint
People
Process
•
•
conduct current state
analysis
identify outsource
options
•
•
confirm data
requirements
define data conversion
details
plan transition
timescales
QA checkpoints
•
•
•
Test & Staff
(Final Prep.)
People
develop operating
model
develop role profiles
develop metrics
Process
Technology
•
Configure
(Realization)
•
•
•
•
implement new model
conduct training
create support systems
select residual workforce
“Go Live”
Process
•
develop migration
strategy
•
manage ‘go live’
transition
•
provide post ‘go
live’ support
•
establish
continuous
improvement
policies
Process
•
•
create process designs • create process maps
determine design
• develop user
drivers
documentation
• assess legal /
Technology
regulatory impact
• build finalized programs /
Technology
interfaces
• define detailed
• prepare data for
technical designs
conversion
• design technical
• implement technical
architecture
infrastructure
• define contract
• integrate service center
methods
Project Management
Change Enablement and Communication
Page 14
Our Transition Methodology How does Change Enablement help?
Internalization
Ownership
Stages of commitment
Institutionalization
Adoption
Buy-in
Try-out
Self-concern
Awareness
Understanding
Unaware
Leadership
Communication
Determine readiness
Involvement
Education
Performance
management & Cultural
alignment
Selected Change Enablement activities
Page 15
Our Transition Methodology The role of communication
 Communication is consistent
 Communication occurs by intention, not default
 Miscommunication/rumours/maverick initiatives are minimized
 Initiatives are supported effectively
 Communication efforts are coordinated
 Communication relates to the timing of change - providing
support at the right time
 All stakeholders are considered and covered
Page 16
Our Transition Methodology What should good communication be like?
Good quality communication incorporates the following principles:
Consistent in frequency
Timely
- employees hear from official sources first
- beats rumour/unofficial/external sources
Official communication is credible and
convincing
Open
Targeted to audience groups
- everything is communicated unless there is a
valid reason not to
Honest and accurate
Transparent
Clear
- rationale and background for decisions are given
- avoids management jargon
Good and bad news are communicated
All managers feel they own the messages
and are adequately skilled to deliver them
Two-way
- feedback involvement and dialogue also
encouraged
- and constructively responded to
Media used is appropriate for message and
audience
Well planned
Built in to day-to-day management processes
Page 17
Our Transition Methodology Communication Messages
To embrace change, people need The Four P’s: the
purpose, a picture, the plan, and a part to play
• Explain the basic purpose and logic behind the change
• Paint a picture of how the outcome of the change will
look and feel
• Lay out a step-by-step plan for the phasing the change
• Give people a part to play in the plan
Page 18
Our Transition Methodology How can reactions to Change be addressed?
Awareness
•
•
•
•
•
Newsletters
Memos
Voicemails
Bulletin Boards
Kickoff/update
meetings
• E-mail
Uncertainty/
Uninformed
Optimism
Understanding
• Meetings with
2-way dialogue
(town hall
meetings,
brown bags)
• Q&A sessions/
Frequently
Asked
Questions
(FAQ) sheets
• Development
• Change Agents
Buy-in
• Workshops
• Meetings with 2way dialogue
(town hall mtgs,
brown bags)
• Q&A sessions/
Frequently
Asked Questions
(FAQ) sheets
• Design/Testing/
Prototype
• Change Agents
Ownership
•
•
•
•
Change Agents
Project participation
Face-to-face meetings
Training
Exploration
Skepticism
Communication
Communication and Involvement
Possible starting points
Page 19
Communication, Involvement
and Training
Our Transition Methodology How will we know we are successful?

Change is readily accepted

Ambiguity is reduced - people know what’s going on with the
Project

A consistent message is delivered

Communication follows key Project milestones

The rationale and benefits of the change are understood by
employees

The grapevine is managed and used for positive purposes

A feedback loop is utilized now and in future change initiatives
Page 20
Agenda
1. Introductions
2. HR Service Delivery Model
3. Our Transition Methodology
4. Transition Overview
Page 21
Transition Overview Services to be Outsourced
•Payroll Administration focused on Time, Attendance
and Leave processing (State retains Payroll Production)
•Benefits Administration including COBRA and FSA
•Human Resource Administration (State retains Employee
Relations)
•Staffing Administration
•HR Learning (State retains Agency specific training)
Integrated Employee
Service Centers
World Class
Data Centers
Management
Reporting & Metrics
Innovative Employee
Contact Mgt. Solutions
Platform Maintenance
Audit/ & Compliance
HR Portal/ESS/
MSS Solutions
Proj. Mgt./
Implementation
ERM/Research
Page 22
Transition Overview Program Management Discipline
Best Practices
Tangible Benefits
 Project Management Office
 A proven methodology
 Certified Processes
 Depth & breadth of experience
 Standard Approach
 A shared commitment for
success
 Prioritized work plan delivering
early results
 Senior management involvement
through the Steering Committee
• Scope Definition (Blueprint)
• Milestones w/ Critical Path
• Communication
 Standard Controls
• Integrated Project Plan(s)
• Budget / Cost Management
• Risk Management
• Resource Planning
• Web-based PMO tools
Page 23
Transition Overview Program Management Tools
Status
Orig Issue Description
Ref
No.
Outstanding 1
In Progress
2
Resolved
3
Need full documentation of installation and implementation
to date of PS HRMS
Decision around resourcing requirements for future training
function
Location for project commencement and confirmation of
logistics
Users
Date
Priority Raised
Raised By
Work
Stream
Issue Category Options, comments,
analysis required, next
steps
Team
Member
Responsib
le (BGE)
High
PMO
Service
System
Conversation with HR IT
DW
Medium 1/11/2002
1/11/2002
Ops
Change
System
JM
Medium 2/2/2002
PMO
PMO
Planning
Initial solution offered and
submitted.
Need to investigate further
Fault Identified
Observation report raised
Insufficient info or
status =
"Rejected"
Fault Team Manager
Review
High level impact analysis
or review
Fix it later release
or status = "Defer"
Prioritisation
Fix prioritisation meeting
Prioritised for fixing
or status =
"Assigned"
Repair
Fix applied
status = "Passed to
Test"
Re-test
Re-execute test
Sucessful re-test
or status =
"Closed"
Page 24
Unsuccessful retest
or status = "raised"
JM
Transition Overview How does the Business Blueprint Process works?
Data Gathering
Assessment
Blueprint
Walkthrough
Receive State
Signoff
Start
Realization
Phase
Individual and facilitated sessions with the Agencies in order to understand the
current HR environment.
Documentation of the GAP between the current operating environment of the
State Agencies as benchmarked against our Best Practice model.
The Transition team will walkthrough the entire Blueprint document deliverables
with the State to ensure a complete understanding of the components.
Approval from State to move into the next phase of Transition.
Define the next steps regarding how the Realization Process works.
Page 25
Transition Overview Key deliverables of the Business Blueprint Phase
 Gap Assessment
 Best Practice Process Flows
 Change Management Plan
 Training Plan for End Users
 Data Interface Plan
 Business Continuity Plan
Page 26
Transition Overview What we need from you during the Business Blueprint Phase
 Provide access to your key senior HR personnel in order to
gain the insight needed to assess the current state
 Schedule a current state interview session within the next 7
business days
 Identify the means by which you currently communicate to
your employees
Page 27
Key Messages
We have the right team to partner with the State of Florida.
We our commitment to keeping jobs in the State of Florida.
Our core competence is providing HR outsourcing services to
leading organizations.
We leverage “Best Practices” to improve the quality of service to
State employees.
Page 28