Human-Centered Services HR and Pay Data Modernization Human Capital Management Public Service and Procurement Canada July 2024 WHY HUMAN-CENTERED SERVICES MATTER Employees are profoundly impacted by unresolved pay-related issues. HR and Pay
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Presentation Transcript
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Human-Centered Services HR and Pay Data Modernization
Human Capital Management
Public Service and Procurement Canada
July 2024<br>
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WHY HUMAN-CENTERED SERVICES MATTER Employees are profoundly impacted by unresolved pay-related issues.
HR and Pay services must be precise, timely, and transparent:
Designing good services reduce operational costs, improve the productivity of our processes and user experience. 2 Key Benefits Key Features Human-centered
Efficient transactions
Minimal interactions
Empathy-driven Reduced operational costs
Improved productivity
Good user experience
Increased user trust TO HR AND PAY Bad service experience: Asking for the same information multiple times, unclear deadlines or process, requiring additional follow-ups, etc. Good service experience: Timely transactions, clear processes and expectations, anticipated standards of service met.<br>
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3 TAKING A SERVICE-BASED APPROACH Understand user behaviour
Create solutions to meet their needs
Invisible services where possible
Measure and adjust
Align with GC Digital Ambitions & Digital Standards It’s all about me I understand what my next steps are I can change my personal info in one place I can see the status of all my cases I am notified of any changes I have a voice and my input is valued I can view my employment history I get the help I need, when I need it<br>
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HUMAN-CENTERED – GC ALIGNMENT Minister of Citizens’ Services Mandate
Focus on Citizen-Centric Service Design
Enhance Digital Service Accessibility and Integration
Service Excellence across Government Services
The Government of Canada's Digital Ambition
Improve the Service Experience of All Clients
Assess Gaps in the Digital Service Experience
Policy on Service and Digital
User-Centric Digital Transformation
Digital Accessibility and Inclusivity
Continuous Improvement and User Feedback 4<br>
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5 From January – March 2024 we:
Conducted a rapid analysis on current user experience landscape in HR and Pay
Identified 5 key challenges and presented to senior leadership
Scoped out opportunities for cross-functional collaboration within HR and Pay
Established partnership with OCHRO’s Research and Experimentation Team WHAT’S BEEN DONE TO DATE CURRENT CHALLENGES Gap in Human-Centered Design, comprehensive understanding of user groups within the HR-to-Pay processes 2 3 1 The user should be at the centre of every decision. People are profoundly impacted by unresolved pay-related issues and our process lacks the user-centric perspective<br>
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6 5 KEY CHALLENGES IDENTIFIED Current processes demand excessive effort 2 3 1 Employees lack visibility into case statuses Failing to submit transactions on time 4 Data on HR and Pay is decentralized 5 User pain points and insights lack validation CHALLENGES Map use cases with the most impact on employees Share data and insights to improve our client-facing touchpoints Conduct behavioural insights research and analysis Centralize and clean up data Standardize metrics to determine an ideal HR-to-Pay journey moving forward RECOMMENDATIONS<br>
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We are going to identify what the ideal future state looks like by:
Targeting priority use cases* using behavioural insights research & analysis
Conducting service blueprint mapping (i.e., what does the ideal future-state service experience look like)
Identifying needed changes in the current state to move us to the future state 7 PLAN TO ADDRESS CURRENT CHALLENGES OVERPAYMENTS DEDUCTIONS LEAVE TERMINATIONS USER RESEARCH & OUTREACH USE CASES *based on top pay enquiries from CCC<br>
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Create a future-state blueprint for each priority use case:
Overpayments (completed)
Deductions
Leave
Terminations
Test with users to understand what we have today and what needs to change, including:
What the client experiences
What our supporting employees experience (e.g., client contact center agents)
Internal processes
Technologies
Data
Policies
Establish service standards (e.g., respond to employee within 48 hours) and how to measure them 8 SERVICE BLUEPRINTS<br>
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Establish collaboration with different groups on Human-Centered Services for HR and Pay: 9 COLLABORATIVE APPROACH Frontline representatives tasked with handling inquiries. Professionals for administration of compensation. Professionals who provide HR guidance & support. HR ADVISORS CCC AGENTS CS-PAY Active and formal employees across the Government of Canada. EMPLOYEES Specialization in compensation and benefits. COMPENSATION ADVISORS PAY CHAMPIONS NETWORK Establish a Pay Champions Network to consult, validate and co-design with each user groups: A collaborative approach to retain a pool of participants for research, ensure alignment on service delivery, and maintain human-centered design throughout our improvement process: COLLABORATION GROUPS Client Service Excellence Centre of Expertise Various groups Client / Employee Experience Services (CEES) User Acceptance Testing Team Product Management Team Innovative Projects and Client Applications Directorate (IPCAD) CS Pay Data Modernization MyGCPay Dayforce HR Branch Public Service Pay Center HR Services and Operations CCC (Human-Centered Services for HR and Pay) Human-Centered Services Behavioural Insights Research and Design<br>
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10 EXPECTED OUTCOMES Employees benefit from a positive user experience from services, with efficient processes that reduces workload, increases employee satisfaction and trust in our HR and Pay systems. Departments see reduction in operational costs, and improved productivity and improvements in HR and Pay processes. EMPLOYEE DEPARTMENT Policies are human-centered and reflect the current employee experience under HR and Pay landscape. GC ENTERPRISE I have visibility of my HR and pay file, and know what’s expected We can see the big picture, helping us make solid business decisions We provide transparency and accountability to employees, administrators, parliamentarians, and the public<br>
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ACCOMPLISHED
Establish collaboration with different groups on Human-Centered Services for HR and Pay
Service Blueprint - future state
NEXT STEPS
Conduct behavioral research on the overpayment process (June-July 2024)
Ensure data from research is reflected in our current reporting related to HR and Pay (August 2024)
Launch Pay Champions Network (September 2024)
Work with stakeholders to implement improvements to the current states (September 2024 and beyond)
Identify the future state of HR-to-Pay (TBD) APPROACH 11<br>
