HR Shared Service Center - Human Resources at Ohio State

HR Shared Service Center

Designing the future HR Shared Service Center is currently being led by Ohio State HR subject matter experts with focus on the following priority areas, through the efforts of four targeted sub-committees.

Priority Areas

  • Contact Inquiry – Develop business process and technology requirements for service intake, redirection and escalation.
  • Customer Support Experience – Assess customer access needs and solutioning for enablement.
  • Service Management – Define HR service governance, Service Level Agreements (SLAs) and operations management process.
  • Enabling Technology – Define general requirements and parameters for Case Management, Knowledge Base and Telephony tools.
  • Knowledge Content Collection – Define effort to collect, develop and refine knowledge content (to be used for the portal and knowledgebase).
  • Knowledge Content Management – Develop process to manage knowledge content materials required for service delivery (self service, contact inquiry).
  • Interim Business Process – Review, refine business processes for pilot and pre-Workday service center.
  • Continuous Improvement – Define the process for continuous improvement and evaluation of service center operations.
  • HR Vendor Management – Define HR’s role in identifying/sourcing and managing vendors and touchpoints with centralized contract management.

Subcommittees

Objective: Design the OHR customer experience in close collaboration with Sub-Committee 2 to design seamless process touchpoints/hand-offs.

Areas of Focus:

  • Contact Inquiry
  • Enabling Technology
  • Customer Support Experience

Key Outputs/Responsibilities:

  • Define Contact Inquiry, Escalation and Redirection processes
  • Provide general guidelines/direction for ServiceNow & Telephony
  • Define specialized customer access needs and solutions
  • Collaborate with OCM team to identify change impacts and validate change actions

Objective: Align business process and service center readiness by addressing process specific needs for interim and end-state OHR Service Center, including enabling technology requirements and knowledge content needs.

Areas of Focus:

  • Interim Business Process
  • Knowledge Content Collection
  • Enabling Technology (Process Specific)

Key Outputs/Responsibilities:

  • Define approach for interim state business processes
  • At as ServiceNow liaison to define process specific intake forms
  • Workday liaison for end-state business process needs/alignment

Objective: Define the day-to-day operational expectations for the OHR Service Center

Areas of Focus:

  • Service Management
  • HR Vendor Management

Key Outputs/Responsibilities:

  • Service Center SLAs/KPIs
  • Define business processes for Vendor and Service Management
  • Identify key interactions/activities with other functional areas

Objective: Define the day-to-day operational expectations for the OHR Service Center

Areas of Focus:

  • Knowledge Content Management
  • Continuous Improvement

Key Outputs/Responsibilities:

  • Design Knowledge Content Management and Continuous Improvement business processes
  • Document applicable Standard Operating Procedures (SOPs)
  • Confirm standard templates to be used

HR Service Management

The HR Service Management tool will be implemented in a series of phases, beginning with existing HR customer service teams. Case management and knowledge base tools will allow HR to provide timely management of HR service requests along with providing insights into volume and service performance data. The HR community and all university employees will be able to engage and interact with HR through increased self service options, access answers and reference materials. This enabling technology will provide increased visibility into status of HR inquiries and requests and allow for the delivery of a consistent, employee centric experience. Implementation will begin in early summer 2019.

Roadmap of Key Activities

  • Deploy case management foundation with implementation in OHR customer Services and common escalation teams (Benefits, HRIS).
Internal Case Management:
  • Include other OHR functional teams/escalation points.
  • Continue to grow knowledge.
HR Service Teams
  • Implement Case Management and Knowledge Management to HR Services teams across Ohio State.
  • Introduce HR Portal, Tier 0 knowledge with access to knowledge and links to existing Self Service Options or case initiation.
  • Align HR Service Delivery/case management to Enterprise Project/user support in advance of go-live.
  • Note that this will be done in conjunction with the Federated User Support Scope Change Business Case.