Revise redundant and disparate business processes and policies for quick wins that set direction.

Implement technology to support new business processes which collect and connect clean data, allowing HR to measure activities and identify areas for improvement.

Use self-service technology to give employees control over many HR transactions and foster collaboration across the organization.

Incorporate business intelligence tools to drive new insights across HR and the organization.

TRANSACTIONAL BACK-OFFICE

STRATEGIC MISSION SUPPORT

43 51 2

KEY

EMPLOYEE CENTRIC

COST SAVINGS

NEW CAPABILITIES

Five Steps to HR Optimization: Transforming from Transactional Back Office HR Operations to Strategic Mission Support

Bring executives what they need to make better decisions.

GET THE BASICS RIGHT

ENABLE BIG DATA, EASY ACCESS

GEAR UPTECH TIME

HELP EMPLOYEES HELP THEMSELVES

DESIRED OUTCOMES

Shared services across the agency

Single-core HR system

Self-service for all employees

Forecasting & reporting

Proactive

BRING MORE TO THE TABLE

CURRENT CHALLENGES

Disparate HR functions

No employee self-service

Little or useless data

Reactive

Legacy systems with numerous interfaces

LETTER SIZE PRINT LINE

Revise redundant and disparate business processes and policies for quick wins that set direction.

SCOPE: Program support center managed

essential human services programs

Funded under a fee-for-service model rather than through appropriations

Business measures vital to ensuring enduring center viability

Workplace modernization required to redesign business processes and reduce physical footprint

Revise redundant and disparate business processes and policies for quick wins that set direction.

Use self-service technology to give employees control over many HR transactions and foster collaboration across the organization.

STEP 1:GET THE BASICS RIGHT

Citizen services at this health agency expanded over time which created redundant processes and left only a few employees nearing retirement with the institutional knowledge required to run their business.

1

Enhanced human capital decision making and investment; met compliance with President’s Management Agenda’s focus on strategic human capital management

BACKGROUND CHALLENGES OUTCOMES

GEOGRAPHICALLY DISPERSED EMPLOYEES

67,000+ 30+ Business Processes

300+MILLION

IN ANNUAL COST SAVINGS10$

deemed inefficient or redundant—Redesigned 30+ business processes deemed inefficient or redundant to move organization towards shared services model; business processes documented; institutional knowledge centralized

MILLIONIN ANNUAL COST SAVINGS

THROUGH PROPERTY CONSOLIDATION ANALYSIS OVER 3 YEARS

9.5$

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A large federal agency with nationally dispersed workforce experienced significant personnel growth quickly

HR capabilities and technology platforms did not evolve at the same pace of growth, impairing ability to meet mission requirements

Agency adopted automated web-based attendance & scheduling system to reduce payroll errors/inefficiencies for accurate, on-time transaction delivery

SLAs that do not drive accountability or performance

High contractor turnover andlimited flexibility due to single-contractor model

Improved customer call center satisfaction to 95% while processing 12,000 new hires, 60,000 personnel actions and 30,000 benefit transactions

Implement technology to support new business processes which collect and connect clean data, allowing HR to measure activities and identify areas for improvement.

Backlog of HR actions and lack of timeliness across employee transactions

BACKGROUND CHALLENGES OUTCOMES

STEP 2:GEAR UP TECH TIME

A backlog of personnel actions, high turnover, and an inability to meet Service Level Agreements (SLAs) created a lack of accountability and multiple challenges for this Federal transportation agency.

2

60,000+Virtualized

individual personnel records

MILLION

PROJECTED ANNUAL SAVINGS FROM REDUCED PAYROLL ERRORS2$

LETTER SIZE PRINT LINE

LETTER SIZE PRINT LINE

A large federal agency with nationally dispersed workforce experienced significant personnel growth quickly

HR capabilities and technology platforms did not evolve at the same pace of growth, impairing ability to meet mission requirements

Agency adopted automated web-based attendance & scheduling system to reduce payroll errors/inefficiencies for accurate, on-time transaction delivery

SITUATIONA cross-agency initiative aimed to make HR information accessible to employees via in-house technology and streamlined call center operations

Multiple customer entry points and fragmented customer service models led to inconsistent answers, poor customer service and expensive HR operations

Established a centralized process model, allowing the organization to operate more effectively with fewer

employees; resulted in savings of

annually that was reinvested in mission critical programs

Improved accessibility to HR information and tools through the introduction of employee self-serve functionality (new case management system)

Enabled consistent service quality for employees at any location

Increased collaboration between call and web transaction centers through case management

Use self-service technology to give employees control over many HR transactions and foster collaboration across the organization.

BACKGROUND CHALLENGES OUTCOMES

STEP 3:HELP EMPLOYEES HELP THEMSELVES

A perception of poor quality services from this government agency, coupled with low levels of efficiency, motivated the agency to understand how to improve operations and empower employees.

3

MULTIPLE FEDERAL AGENCIES WITH 111,000 EMPLOYEES AND 3,500 HR STAFF

PROJECTED ANNUAL SAVINGS FROM REDUCED PAYROLL ERRORS

MILLION3.6$

LETTER SIZE PRINT LINE

SITUATIONA cross-agency initiative aimed to make HR information accessible to employees via in-house technology and streamlined call center operations

Multiple customer entry points and fragmented customer service models led to inconsistent answers, poor customer service and expensive HR operations

Increased collaboration between call and web transaction centers through case management

Needed to aggregate existing information from various systems to understand risks to employee retention, predict future demand scenarios based on external and internal factors, and determine the most effective way to fill talent needs

Disparate data and systems didn’t provide insights necessary to determine efficient incentive structure to retain top talent

Inefficient spending on “trial and error” solutions to attract and retain top talent; invoked employee feelings of inequality and eventually led to employee separation

Used HR analytics to achieve

in costs across recruitment, severance, training and HR operations

Built a “Build, Borrow, Buy” model which reduced costly external hiring

Streamlined incentive packages led to more consistent HR support and higher employee satisfaction

Developed flexible talent strategy that can change based on needs and external factors

Incorporate business intelligence tools to drive new insights across HR and the organization.

Faced high attrition rates

BACKGROUND CHALLENGES OUTCOMES

STEP 4:ENABLE BIG DATA, EASY ACCESS

High attrition among top performers and senior leadership caused this organization to analyze which incentive programs and compensation packages would not only attract, but also retain talent in different economic environments.

4

15% REDUCTION

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LETTER SIZE PRINT LINE

Built a “Build, Borrow, Buy” model which reduced costly external hiring

Streamlined incentive packages led to more consistent HR support and higher employee satisfaction

Developed flexible talent strategy that can change based on needs and external factors

Faced redundant workforce positions but was unable to understand or evaluate employee skills and experiences

Needed to revise business processes and implement system for employee profiles and performance management to enable comprehensive views into workforce and gain flexibility to reorganize seamlessly in the future

Overstaffing

Cultural clashes

Inability to evaluate talent pool to identify the right people for the right job

Inconsistent and unaccountable employee evaluations led to unpredictable financial results

Identified 15% in personnel reductions through redeployment and attrition

Redistributed workload to increase employee productivity by

Improved process orientation and accountability and verified employee capabilities

Provided organization structure recommendations for improved operational performance; led to faster decision-making across department heads

Enhanced management capability by building perception of HR as trusted advisor

Bring executives what they need to make better decisions.

Saved ~ $6.2M through process improvement and resource reduction

10% to 50%

• Forecast workforce supply and demand

• Predict ROI for specific HR activities

• Understand the pulse of the workforce

• React quickly to external pressures

BACKGROUND CHALLENGES OUTCOMES

STEP 5:BRING MORE TO THE TABLE

Faced with integrating personnel from realigned organizations and a need for higher performing employees to increase efficiency, this organization looked to better understand its workforce to put the right people in the right positions.

5

LETTER SIZE PRINT LINE

PRINT LINE

Faced redundant workforce positions but was unable to understand or evaluate employee skills and experiences

Needed to revise business processes and implement system for employee profiles and performance management to enable comprehensive views into workforce and gain flexibility to reorganize seamlessly in the future

Identified 15% in personnel reductions through redeployment and attrition

Redistributed workload to increase employee productivity by

Improved process orientation and accountability and verified employee capabilities

Provided organization structure recommendations for improved operational performance; led to faster decision-making across department heads

Enhanced management capability by building perception of HR as trusted advisor

For more information on how HR optimization can help your agency preserve the mission and increase efficiency, visit accenture.com/govefficiency

For more information

Kate Abreykathleen.l.abrey@accenturefederal.com+1 571 858 2828

Copyright © 2014 Accenture All rights reserved.

Accenture, its logo, and High Performance Delivered are trademarks of Accenture.

Mimi Yehmimi.y.yeh@accenturefederal.com+1 571 414 5392

Accenture is a global management consulting, technology services and outsourcing company, with more than 293,000 people serving clients in more than 120 countries. Combining unparalleled experience, comprehensive capabilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$28.6 billion for the fiscal year ended Aug. 31, 2013. Its home page is www.accenture.com.

TIP

With a concentrated focus on the employee, HR operations can move closer to enabling mission outcomes through small, yet impactful, steps.

STRATEGIC GOVERNMENT EFFICIENCY

Empower people and improve processes to create new efficiencies.

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