carolyn williamson, hampshire county council and david...
TRANSCRIPT
14-15 September 2016
Lisbon, Portugal
#DeloitteSharedServices
Deloitte Shared Services, GBS & BPO Conference
Breakout 6: Hampshire County Council - Moving up the value chain
Carolyn Williamson, Hampshire County Council and David Harker, Deloitte
Hampshire County CouncilCorporate Services Partnership
The Journey so far…
Priorities
Design Principles
• Paperless wherever feasible
• Optimise self-service
• Improve consistency and
standardisation
• Process design must exploit
SAP standard where possible
• Seize opportunities to simplify
policies
• Maximise co-location
• Facilitate scalability
• Reflect best practice
Customer
Easy to use
and intuitive
tools
Simplicity
Driving self-
service
adoption
The Integrated Business Centre
Business
change• Finance
- Record to Report
- OTC
- Treasury
• HR
- HR administration
- Recruitment
services
- Pensions
- L&D administration
• Procure to Pay
- Purchasing
- Invoice processing
• Payroll
Services Operating Model
• A public partnership
agreement
• Leading practice
end-to-end
processes
• SAP technology
• Single service centre
location
Partners
85,000
25%
employees
desk based
Scale of operations
8,500 per month /
102,000 per annum
c70,000 per month /
840,000 per annum
Expense claimsBACS payments
Over £3bn in
15/16
Payslips payments
c72,000 per month /
864,000 per annumInvoices processed
17,000 per month /
204,000 per annumP-card payments
920,000HR related actions per annum7,000
People recruited
per annum
Benefits delivered
Efficiency / Cost Reduction
• 15%-20% cashable savings for each organisation through economies of scale and spreading fixed costs
• Sharing the benefits of future improvements / efficiencies
• Additional fixed cost savings – e.g. buildings leases, procurement savings
Resilience / Capacity
• Ability to invest in workforce and technology in a way no single organisation could do on their own
• Single service centre / technology serving over 85,000 employees with a workforce of c300 FTE
• Retention of specialist skills and resources
Quality and Sharing
• Sharing new technology / continuous improvement (e.g. SAP HANA, Mobile Solutions)
• Enabling front line transformation – improved business processes and self service releasing front line capacity
• Sharing best practice between organisations (e.g. budgeting and forecasting tool)
• Huge improvements in data quality
2 Years in…
Maturing, Optimising and
Enhancing the Model
Customer Contact and Insight
Easy to use
and intuitive
tools
Simplicity
Driving self-
service
adoption
26
• Multi-channel customer contact through e-forms, telephone and intuitive web guidance
• Principle of supporting user self service – “Show not do”
• Capturing user feedback to drive continuous improvements in business process,
guidance and intuitive technology:
– Engaged with the Institute of Customer Services (ICS)
– User Groups
– HR and Finance Business Partners as the “client side”
– Customer contact insight
• Continued Challenges:
– E-Form turnaround times
– Greater use of call backs for complex queries
• 3 key process reviews:
– Payroll Review
– Recruitment Improvement Plan
– Procure to Pay
• Maintaining the principle of aligning responsibility of task to self service transaction
• Further Automation to streamline processes, removing manual error and risk
• Build into process planning in advance – no surprises
• “Honest reassessment” of manager responsibilities
• Internal compliance– no unauthorised deviations
• Organisations complying with process – HR & Finance BP’s
• Suppliers complying with process
SIMPLE MESSAGE – GET THE PROCESS RIGHT & FOLLOW IT!
Process
27
• Critical to get this correct for on-boarding – does the organisation really understand its
operating model? Is it changing imminently?
• Prompting a better understanding of the roles / responsibilities of managers for both
Finance and HR tasks / approvals
• Maintaining the principle of aligning responsibility of task to self service transaction
• Flexibility of operating model to accommodate changes to roles / responsibilities of
managers over time (e.g. Flexible / Cross Border Policing)
• “Honest reassessment” of manager responsibilities
Roles of Managers
27
Internal Culture and Behaviour
Easy to use
and intuitive
tools
Simplicity
Driving self-
service
adoption
27
• Getting staff to believe in the model
• Importance of embedding and enforcing single standard internal operating
processes. Sometimes this can sit uncomfortably
• Appropriate risk based escalation and decision making
• Maintaining the discipline of acting on instruction
• Embedding performance culture
• Pride and belief in what we do, how we do it and why we do it
Stop, Think, Ask
• Continued cultural change through engagement with
employees, customers and suppliers:
• Improved guidance and signposting
• Continuous improvement
• Using Data to identify and target non-compliance
• Be prepared to be forceful in ‘demanding compliance’
• But also be prepared to listen and review the processes
• Communication is vital in achieving success
Customer Culture & Behaviour
27
Unlocking the data
and information held
in the ERP systems
A toolkit that allows
data manipulation
without the need for
downloading to
spreadsheets etc
Presenting information
in a way that provokes
thought and action
Technology
Improves data quality
awareness
First step of a journey
to integrated analytics
A modern
presentation that
refreshes the view of
corporate systems
HR dashboardsBusiness
change
Ease of use and
accessibility
Technology Quarterly Releases
• Ensuring Latest Release and Patch Upgrades to SAP
• Taking advantage of new functionality as part of upgrades
• Dealing with change requests and developments in blocks as new releases, minimise
testing and down time.
– New BACS system
– VIM Upgrade
– History on expenses
– Automated contract production
– Automated Pension Employer report to Pension Funds
– Improved remittance advice
• AND LOTS MORE!
Going Forward….
• Dashboards of service
centre and team
performance
• End to End Process
performance
• Focus on continuous
improvement
Going forward
Performance analytics Robotics
• Automating manual hand-
offs between systems
• Automation of manual
tasks in the service centre
• Allowing customers to self
serve OTC enquiries
• Master Data changes
• Widen on line payment
options
Customer Self Service
• Allowing customers to self
serve PTP enquiries
• Enter AP Invoices
• Master Data changes
Supplier Self Service
…and more partners..
45
Customer and supplier self service
46
New App Availability
New Fiori apps require the Launchpad to load as they use its core code.
Ability to revert to SAP Standard apps
The new versions of the Leave Request and Timesheet apps have some features that will benefit IBC
users. The Launchpad is a prerequisite for the new versions.
Tighter Integration and improved performance
Newer Fiori apps are smaller and load faster from the Launchpad and It is also possible to jump from
one app to another, passing data between them.
Tile Grouping
Fiori apps can be arranged into groups with a group title. This feature will become very useful as the
number of apps delivered increases.
Support
SAP now focussing on the Launchpad.
Move to Fiori Launchpad
The Fiori Launchpad
Potential new standard app
Team calendar - available with Launchpad
Potential new standard app
Employee lookup – available with Launchpad
Questions & Discussion
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