Shared HR Services in the Health Sector John Smith HSE

HR Shared Services In The Health Service Executive HR Shared Services Our Vision The scope of our service The way we were Where we are now Challenges / Lessons learned Our Vision To deliver a customer focused National Shared Service to support front-line health service delivery Shared Services in the HSE • National Directorate established in 2005 • Scoping Project undertaken •Decision to embed within functions • HRSS established in 2007 Our scope of services • National Recruitment Services (NRS) • National Pensions Management (NPM) •National Personnel Administration (NPA) also Regional Library Service, Health & Safety – Eastern Region, Payroll (to be transferred to Finance) Our centres of operations • Manorhamilton • Dublin Aims of HRSS • Reduce cost duplication •Enable economies of scale •Foster centres of knowledge •Facilitate shared expertise •Drive consistency in the way things are done Current HRSS services The employee journey The way we were •Multiple locations – each health board had its own distinct HR Service and the associated departments (Recruitment, Personnel Admin, etc) •Lack of standardisation over multiple areas •Multiple processing sites for transaction processing and information repositories which in turn duplicated effort •Risk of various interpretations of policy and implementation of policy resulted in different terms and conditions for employees •Difficult to source data and manage performance over multiple areas Early focus •Establish Resources •Establish Mandate •Establish confidence of clients •Education of staff and clients •Documentation of process •Who Does What / SLA’s •Create environment of measurement •Customer Focus NRS Recruitment today • All recruitment activity consolidated into one centre of operation • Consolidated model of recruitment established •Development of new recruitment model •Single source of reporting •SLA’s in place •Centralised advertising •Centralised Garda Vetting •Talent Pool Management NRS Recruitment Metrics / Successes •WTE reduced from 260 to 60 •4,388 posts filled since June 2009 •Time to hire reduction by 70% •Reduction in cost per hire by 55% •783 posts filled for the development of Primary care teams, Disability / Cancer Services •Recruitment of additional 200 social workers (Ryan Report) •National Nurse Campaign – expected candidate pool in excess of 10,000 / NCHD Recruitment •Agency contract – potential success of saving €33m in full year NPM Pensions Management •Payment of pension benefits commenced for all new HSE retirees (pensioners) with retirement dates on or after January 1st 2010 •Prototype of HSE National Pension Register, associated forms and business processes introduced from January 2010 by HSE National Pensions Management •Enhanced tools and processes to automate service verification for Non Officers, retirement benefits calculations •Service Level Agreements prepared (Payroll/Finance and HR/Services to support Shared Service model) NPM Pensions Management transition plan NPM Pensions Management key results / Metrics • Single national reporting • Transition of VHSS from DOHC • Facilitation of national projects – recent VER/VRS package •An increase in pensioners paid by NPM from 2,127 in 2009 to 4,054 at the end of 2010 and to 5,066 today •€52.69m paid on the pensioner payroll at end of 2010 •€93.455m paid in lump sums in 2010 •The lump sums were paid to 1,969 individuals NPA Personnel Administration • Established in Sept 2010 •Management structure in place and workplans 2010/2011 underway •Document management project in place – objective is to have all personnel files scanned by Qtr •Employee set-ups centralised •National Career Break Register •Management of Central Transfer Process Scorecard Example Scorecard Example Service Level Agreements What is included? •Period & Scope of agreement •Recruitment Services Governance Arrangements •Service Provision •Responsibilities of Key Stakeholders in the process •Capacity Management •Communication •Securing Subject Experts •Mechanism for resolving disputes •Service level reporting •Confidentiality •“Who does what” responsibility matrix •Target timeframes Challenges / Lessons learned •Resource re-alignment •Mandate from the TOP •Metrics •Prepare for overnight change in expectations •Client engagement an understanding •CRM / SLA’s / WDW •Governance Governance Challenges •Question of mandated services or not? •How strong is the mandate? •Who owns the process? •Who has the final say? •Consistency attained by consensus can lead to customisation, diluting the value proposition Where to next? • Pursuit of full resources for HRSS requires realignment of existing resources •Roll-out of pensions workplan and transition of sites to Manorhamilton •Full roll-out of document management project •Successful completion of large consolidated recruitment campaign e.g NCHD’s, Staff Nurse, etc • Thank You HR Shared Services In The Health Service Executive