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by Jim Scully
Agile adj.
and easily
Inventory
Motion
Waiting
Overproduction
Overprocessing
Defects
HR Delivery
Wastes
Dissemination - Sending data,
files, reports, etc., that are not used
or could be accessed directly by the
user on demand
Open (unresolved) Issues Issues/inquiries that were not able
to be resolved at the point of initial
contact and are awaiting additional
effort or input to resolve
Manual Data Handling - Manual
entry, compilation, cleansing, and
distribution of data where
automation or integration is an
alternative
Delays - Hold-ups in issue/ inquiry
resolution due to awaiting
assignment or attention
Overkill - Services that the
customer does not need or value,
redundant checking and oversight,
doing for others what they can do
for themselves, etc.
Handoffs - Passing responsibility
for case resolution from one party
to another, requiring incremental
effort in documentation, escalation,
acceptance, etc.
Errors - Any incorrect or
incomplete output that requires
downstream corrective action
Siloed'Supply/Demand'Syndrome'
Surplus'
Surplus'
Decit'
Surplus'
Decit'
Agile'HR'Model'
Agile'Resources'
Demand'
Supply'
len
xce
l
f%E
l
xce
len
ce%
Cir
cle
s%o
s%o
cle
Cir
ce%
Re-Generalization is embodied in
Customer Support Team staff with the
skills, knowledge and authority to support
all phases of the employee life cycle, from
new hire onboarding to exit administration.
Current'
Generalists
Agile'HR'
HR Business
Consultants
Core
Operations
Admin/Ops (includes current
Shared Services staff)
Customer
Support
Domain Specialists
(i.e., CoE)
Domain
Portfolio
Management
Total&Current&
HR&FTEs&
(minus)'
Future1State&Fixed1
Demand&FTEs&
Domain'Por*olio'Management'
HR'Business'Consultants'
Core'Opera3ons'Teams'
(minus)'
Future1State&Variable1
Demand&FTEs&
Net&FTEs&(+/1)&
Avg.'Monthly'CoE'FTEs'(forecast)'
Service'Cell'FTEs'(ra3oFbased)'
Pull (Decentralized)
Employee Issue &
Inquiry Resolution
Workforce
Administration
Employee Relations
Management
Consultation
Conclusion
Agile HR is a new way of applying concepts
that have been proven effective in other
organizations and disciplines. As demands
and expectations rise, a new generation of HR
service delivery models is needed. By
leveraging the power of lean systems thinking,
the next generation of demand-driven service
delivery models can reach unprecedented
levels of cost and service effectiveness.
About the Author
Jim Scully is president of the HR Shared
Services Institute (HRSSI) and founder of the
Linkedin group HR Shared Services Network
(HRSSN).
HRSSI is a consulting and research firm that
supports clients in HR service delivery model
design and optimization. It serves many of the
Fortune 500 as well as mid-size organizations,
primarily in North America.
HRSSN is the worlds largest social network
specifically for HR service delivery
professionals. As of this writing HRSSN
membership was approximately 4,700.
Jim has been involved in HR shared services
for 18 years, both as a consultant and
practitioner. Prior to establishing the HR
Shared Services Institute in 2008, Jim was a
global shared services expert with Hewitt
Consulting (now Aon Hewitt). Prior to that, Jim
spent twelve years with Georgia-Pacific
Corporation, where he implemented and
managed HR shared services for
approximately 50,000 employees. The
Georgia-Pacific HR Service Center under Jims
leadership applied lean systems thinking to
dramatically improve service while significantly
lowering costs.
Those interested in learning more about the
HR Shared Services Institute can visit
www.hrssi.net or email Jim at
jim.scully@hrssi.net.