About HR Service Delivery - Human Resources at Ohio State

Proposed Future HRSD Model

Graphic that visually represents the Human Resources Service Delivery ModelThe visual to the right represents the proposed future HR Service Delivery model. We will begin the transition to this model in January 2020.

Unit-based HR Business Partners and HR Consultants (roles physically located within a unit or combination of units) support one another to deliver services based on the needs of individual areas. These roles are enabled by the processes and procedures developed by the Centers of Expertise and HR Leadership. Providing consistent services to the entire university, the Centers of Expertise and HR Services teams will deliver HR services across the university in a shared capacity. The model will be supported through technology that will empower HR professionals with the right tools, data, analytics and reporting.

Access this graphic, HRSD key messages and presentation slides in the Resources section.

Why We’re Changing

As part of the 2018-2023 Human Resources strategic plan, the proposed HR Service Delivery model seeks to provide an exceptional HR experience to the Ohio State community. Through the service delivery model, the Office of Human Resources seeks to realize the following benefits for the larger Ohio State community:

  • A Leading Faculty, Staff and Student Experience: Moments that matter to faculty, staff and students will be delivered in a seamless and consistent manner across the university through a variety of channels
  • Consistent and Streamlined Processes: Consistent and streamlined processes across the university and medical center will offer necessary flexibility in delivering HR support
  • Data and Transaction Integrity: New data governance structures and related automated internal controls will maintain quality data and decrease transaction errors
  • Clear Pathways to HR Career Progression: Enable clear career pathways within HR, and will increase bandwidth for HR professionals to support career progression strategies for faculty, staff and students
  • Risk Reduction: Reduce operational, security, compliance and financial risk across the organization

How We're Changing

Stakeholders have been engaged throughout the process of designing the proposed future HR Service Delivery model.


  • Inventoried functional activities/tasks.
  • Aligned tasks to proposed future state HR operating model.


  • HRSD Advisory Team
  • Process Owners
  • HR Service Center / Unit Representatives


  • Grouped activities into logical roles.
  • Identified future state work roles needed to enable functional business processes.


  • HRSD Advisory Team
  • Process Owners
  • HR Service Center / Unit Representatives
  • HR Subject Matter Experts
  • HR Community Representatives


  • Aligned HRSD roles to Career Roadmap career bands, levels and titles.
  • Reviewed business processes with Workday teams to merge Workday security roles with HRSD roles.


  • HRSD Advisory Team
  • HR Business and Process Owners
  • Enterprise Project Workday Team
  • Enterprise Project HR Leads

HR Service Delivery Key Activities

  • Conducted interviews with a group of HR professionals and members of the Ohio State community to identify opportunities for improvements in HR services
  • Held organizational design sessions with HR leaders and HR professionals to create future-state roles and responsibilities to begin defining the organization
  • Completed the Activity Baseline Survey to understand where work is being done
  • Conducted impact analysis to inform change management efforts such as training, communications and readiness efforts
  • Secured commitments for participation in pilot
  • Completed socialization plan for policy impacts
  • Developing HR communications and engagement plan to transparently inform the Ohio State community on changes
  • Shaping and classifying HR roles in alignment with Career Roadmap and Workday
  • Conducting transition activities for the HR workforce to support the new model
  • Surfacing and resolving decisions
  • Validating organizational design and end-to-end processes in conjunction with the Workday team
  • Share detailed future organizational structure with university leaders and the HR community
  • Develop HR career progression plans to map potential career growth opportunities
  • Define, develop and deliver training to prepare HR employees for transition to work in the new model.
  • Execute university and medical center communications campaign to provide ongoing awareness and support.