About HR Service Delivery - Human Resources at Ohio State

HRSD Model

Graphic that visually represents the Human Resources Service Delivery Model

The HR Service Delivery model is comprised of different teams that work together to provide consistent support to customers. The Centers of Expertise (CoE) teams are aligned around a specific functional area and focused on developing strategic services and capabilities across the organization. HR Connection, Ohio State’s shared services operation, is co-located and focused on providing transactional and execution-based activities to customers across the organization and for the functional areas within the CoEs. There are college/unit-aligned roles of HR Business Partners (HRBP) and HR Consultants (HRC) that support standard HR processes and procedures within the colleges and units. These teams work closely with their college/unit leaders as well as HR leadership to drive HR strategy and advance the college/unit’s mission and vision.

The model also consists of a Service Enablement team that provides continuous improvement and project management capabilities across HR operations as well as data, analytics and reporting support to the CoEs. Additionally, there is a streamlined partnership between HR and Payroll Services to ensure a consistent customer experience.

HRSD Benefits

As part of the 2018-2023 Human Resources strategic plan, the HR Service Delivery (HRSD) model provides an exceptional HR experience to the Ohio State community with the following benefits for the Ohio State community:

  • Consistent Roles and Responsibilities: The HRSD model has a consistent organizational structure with a standard set of jobs and job duties in the organization. Individuals are aligned to jobs based on their skills, experience and interest, providing professionals with a line of sight into their career growth and professional development opportunities at Ohio State.
  • Standard Processes: The organization shifted from a model where processes and ownership of HR and payroll transactional work differed across the University to a cohesive structure that gains efficiencies via shared services. This model allows for standard processes, increased data integrity and a unified organization with a streamlined partnership between HR and payroll.
  • Enhanced Customer Service: The HRSD model creates an excellent experience for Ohio State employees and leaders and provides consistent, high quality services to the campus and medical center. This is achieved by providing the flexibility to focus on customer service and supporting HR and payroll transactions so that colleges and units are best positioned to meet their missions and strategic goals.

HRSD Key Activities

The redesigned HRSD model is based on feedback, input and support of individuals throughout the HR and payroll community as well as unit, college and Medical Center leadership. Active engagement with these key stakeholders was critical to creating a model that enhances services while continuing to support the missions and needs of the colleges and units. Feedback loops will also continue after the model is implemented to support continuous improvement efforts.

The following activities were completed to design and implement the HRSD model:

  • Inventoried Tasks: Conducted an inventory of functional activities and aligned tasks to the proposed future state HR operating model.
  • Grouped Tasks into Roles: Grouped activities into logical roles and identified future state jobs needed to enable functional business processes.
  • Confirmed HRSD Roles: Mapped HRSD roles to Career Roadmap career bands, levels, and titles, as well as to Workday security roles and business processes.
  • Aligned Individuals to Jobs: Implemented two methods to assign individuals to jobs – Selection and Expression of Interest (EoI). The Selection process filled positions that were not substantially changing through the transformation process and EoI allowed eligible employees the opportunity to express interest in and be evaluated on HRSD jobs via a survey and career conversations.

The following activities are underway to prepare for HRSD go-live, the time at which all HR and payroll professionals have transitioned into their new jobs within the service delivery model and HR Connection has been stood up, allowing Ohio State employees to access services through a centralized channel.

  • Building Teams: Introducing HR and payroll employees to their new teams and leadership through engagement efforts and team activities to build momentum throughout the organization through go-live.
  • Preparing the Workforce: Leading, aligning and preparing the workforce for new ways of working so employees understand their new role and responsibilities, have the information to execute their role and can demonstrate the knowledge to perform in the organization.
  • Training on Technology: Equipping HR and payroll employees with the tools and technology (e.g. ServiceNow, Workday) to effectively implement new processes and be successful in their service delivery role.
  • Transitioning the Workforce: Conducting knowledge transfer and identifying the process for how individuals will formally transition into their new jobs.

HRSD Definitions

HR Centers of Expertise (CoE): These teams are aligned around a specific functional area and focused on developing strategic services and capabilities across the organization. The CoEs create processes, policies and procedures for the functional areas of Benefits, Compensation, Employee and Labor Relations and Talent Excellence. They create the vision across these functional areas and implement best practices for Ohio State by working closely with HR leaders, Business Partners, and HR Connection. Payroll Services is not an HR CoE and operates under Business and Finance.

  • Benefits CoE: Designs, manages and communicates employee benefit programs focused on health and welfare, income protection, financial preparedness and retirement, and time off, including leaves of absence, and aimed to provide holistic well-being and security for employees and their families. This CoE is also responsible for all federal, state and local legal and regulatory compliance associated with plans, programs and policies.
  • Compensation CoE: Identifies, designs, and provides consultation to the organization on market competitive compensation programs that attract and retain employees, drive performance and organizational results, and provide rewards and recognition for individuals and teams. Partners with technology and process design resources to deliver compensation solutions for base pay program, annual salary planning, and incentives.
  • Employee and Labor Relations (ELR) CoE: Ensures that all who are employed by Ohio State are treated with dignity and respect in the workplace. The ELR CoE is the keeper of university policy and stewards of local, state and federal workforce regulations.
  • Talent Excellence CoE: Drives the people strategy for Ohio State. From the moment candidates express interest in Ohio State positions through retirement, Talent Excellence is charged with training, engaging and retaining the highest quality of employees.

HR Business Partners (HRBP): This team is college/unit-based and focuses on delivering strategic HR services by working closely with their college/unit leaders as well as HR leadership to develop and implement key HR initiatives and solutions. HRBPs report through their Senior HR Business Partners and into HR, but act as the main HR strategic advisor for college/unit leaders and collaborate with Centers of Expertise and HR Connection to drive HR strategy and change that helps advance the college/unit’s mission and vision.

HR Consultants (HRC): This team is unit-based and focuses on transactional and execution-based activities that require college/unit specific knowledge. HRCs support managers, supervisors and employees by delivering HR support that enhances organizational performance and work closely with the HR Business Partner to execute HR services aligned to the CoEs and HR Connection operations.

Service Enablement: This team provides continuous improvement and project management capabilities across HR operations as well as data, analytics and reporting support to the CoEs. They are responsible for solutions such as ServiceNow, document management (OnBase), reporting technology and mandates such as audits, ADA compliance and data privacy. Service Enablement also interfaces with other areas like the Office of the Chief Information Officer (OCIO) and Workday to provide support when needed to offer a holistic solution.

Payroll Services: Payroll Services processes and distributes paychecks and tax information to Ohio State employees to ensure the community receives accurate and timely compensation for services provided. Payroll is responsible for maintaining compliance with federal, state and local tax laws and is committed to providing first class payroll services characterized by accuracy, timeliness and excellent service. Payroll Services reports to Business and Finance.