convergys expo presentation 2002

HR Outsourcing Presentation

Tampa, FLAugust 21, 2002

Convergys Proprietary

Key Messages

Outline the core team members who will partner with the State of Florida.

Convey our commitment to keeping jobs in the State of Florida.

Illustrate our core competence model for providing HR outsourcing services to leading organizations.

Instill confidence in our ability to leverage “Best Practices” to improve the quality of service to State employees.

1. Introductions

2. HR Service Delivery Model

3. Our Transition Methodology

4. Transition Overview

Agenda

Core Team Members –A winning combination

Business Entity Roles / Responsibility Key FactsPublicly held corporation; Traded NYSE: symbol CVGMember S&P 500Leading provider of Employee Care ServicesFormer Governor’s Sterling Award Winner

Global professional servicesRecognized worldwide of helping clients improve their business performance

Leading provider of Talent Relationship ManagementWeb based application designed to hire better people faster

SubcontractorFront End Applicant TrackingAdvertising and Screening

SubcontractorConsultingCurrent State Assessment / To Be DesignChange Enablement (communication)

Primary provider for solution and overall service deliveryProject Management; Best PracticesService CenterArchitecture; HRIS ApplicationWeb based toolsSurveys

TAG The Allen Group

SubcontractorEAP

Minority Business, Headquartered within FloridaCertified, Licensed Professional ProvidersNational Network with 24 hours assistance

1. Introductions




Agenda

HR Service Delivery Model – Overview

• Considers special needs of State Agencies

• Leverages leading HR platform, SAP

• Delivers proven implementation process

• Supports “One Florida Plan” and “Service First”

• Provides an experienced team with broad HR competency

HR Service Delivery Model – Transition Team Structure

Convergys Executives Deloitte Executives

Chris Emerick State of Florida

Project Lead

Chris Emerick State of Florida

Project Lead Angela Anderson Project Management

Director, PMO

Angela Anderson Project Management

Director, PMO

Vendor Management Team Convergys

Cindy Whitacre Director, Quality

Quality HR Service Delivery Team Convergys

HR/Employee Relations Project Lead

Quality Assurance Team Convergys

Audit and Reporting

Benefits/Payroll Admin. Project Lead

Staffing & Recruitment Project Lead

Service Center Team Sr. Business Manager Client Service Manager Technical Team Technical Manager Training Team Training Account Mgr



Transitions to “Ongoing Support”

Director, Legal / Compliance Convergys

Transition Support Only

Director, Legal / Compliance Convergys

Financial Analyst

Billing

Business Strategies/ Design

Change Enablement Process - Current State

To-Be Designed

Best Practices/

Benchmark

Communications

Virtual Center of Excellence

State of Florida DMS ExecutivesSteering Committee

PMO

Manages the process & progress of the overall program

Manages & contains risk

Project Lead

Program Leadership and accountability

Builds, leads & manages an integrated operational team

HR Service Delivery Model –Service Overview

HR Service Delivery Model –“One Touch”

“One Touch” Vision

Integrated Contact Service Centers located in Florida

•HR Portal enabled with KMS

•Communication Vehicle and Survey Instrument

•Employee and Manager Self Service

•Flexible SAP R/3 Human Resources Software Platform

•Centralized Contact Tracking and Case Management

Dedicated Team

•Experienced Management

•Professional HR Specialists cross-trained in multiple HR areas

•Continuous Learning Environment

•Implementation Experience

•Performance Measurements and Evaluation

•Process Improvements

World Class Voice and Data Centers

Enhanced Reporting Tools

Fulfillment

“One Touch” Service Model

Tier 0 - Employee Self-Service (IVR, Web)

Tier 1 - Service Center (Inquiry, Transactions, and Assistance)

Tier 2 - Escalation, Appeals, and Case Management Support

Tier 3 - Strategic Design / State of Florida HR Management Escalation

• Dedicated Support Model

• Culture of the Client

• Experience

• Ongoing Training & Development

• Flexibility

• Commitment to Quality

• Partner vs. Vendor Approach

• Proactive vs. Reactive

• Accurate and Easily Accessible Information

• Increased Employee Satisfaction

HR Service Delivery Model –The Convergys Difference

Support Positions

• Project ManagementBlueprintingTransition

• TechnologyRequirements AnalystsDevelopersQuality Assurance

• TrainingInstructional AnalystsCourse WritersInstructors

Operations and Service Center

• LeadershipOperations ManagementTeam LeadersSubject Matter Experts

• Employee Care SpecialistsTier 1Tier 2Subject Matter ExpertsReporting

• Process & Quality• Audit• Vendor Management

HR Service Delivery Model –Potential Job Opportunities

1. Introductions




Agenda

Our Transition Methodology –How Do We Get There?

People

ProcessTechnology

•Systems•Telecom•Databases•Connectivity•Reports

•Quality•Change Enablement•Audits•Global Best Practices•Business Continuity

•Organization Structure•Culture•Values•Training•Communication Methods

Our Transition Methodology –The Process Phases

Configure(Realization)

BusinessBlueprint

Test & Staff(Final Prep.)

“Go Live”ProjectPreparation

Project Management (Project Plan, Meetings, Issue/Risk Management)

QA checkpoints

Change Enablement and Communication

Sign-Off Sign-Off

• Plan and prepare for the project

• Implement the requirements as defined in the Blueprint

• First Contact!

• Transition to ongoing Operations

• Perform final Integration testing

• Staff the Service Center

• Staff Training

• Perform User Acceptance Testing

• Define common terminology

• Gather Technical Requirements

• Gather Business Requirements

• Define Interfaces

• Scope Definition

Our Transition Methodology – The Process Activities

Configure(Realization)

BusinessBlueprint

Test & Staff(Final Prep.)

“Go Live”ProjectPreparation

Project Management

QA checkpoints

Process• conduct current state

analysis• identify outsource

options

Technology• confirm data

requirements• define data conversion

details• plan transition

timescales

People• develop operating

model• develop role profiles• develop metrics

Process• create process designs• determine design

drivers• assess legal /

regulatory impact

Technology• define detailed

technical designs• design technical

architecture• define contract

methods

People• implement new model• conduct training• create support systems• select residual workforce

Process• create process maps• develop user

documentation

Technology• build finalized programs /

interfaces• prepare data for

conversion• implement technical

infrastructure• integrate service center

Process

• develop migration strategy

• manage ‘go live’ transition

• provide post ‘go live’ support

• establish continuous improvement policies

Change Enablement and Communication

SCOPESIGN-OFF

User Acceptance TestingSIGN-OFF

CommunicationInvolvement

Leadership

Education

Performance management & Cultural

alignment

Sta

ges

of

com

mit

men

t

Internalization

Institutionalization

Adoption

Try-out

Self-concern

Understanding

Selected Change Enablement activities

Ownership

Buy-in

Awareness

Unaware

Determine readiness

Our Transition Methodology - How does Change Enablement help?

Communication is consistent

Communication occurs by intention, not default

Miscommunication/rumours/maverick initiatives are minimized

Initiatives are supported effectively

Communication efforts are coordinated

Communication relates to the timing of change - providing support at the right time

All stakeholders are considered and covered

Our Transition Methodology - The role of communication

Our Transition Methodology -What should good communication be like?

Good quality communication incorporates the following principles:

Consistent in frequency

Official communication is credible and convincing

Targeted to audience groups

Honest and accurate

Clear - avoids management jargon

All managers feel they own the messagesand are adequately skilled to deliver them

Media used is appropriate for message and audience

Well planned

Timely- employees hear from official sources first- beats rumour/unofficial/external sources

Open- everything is communicated unless there is a valid reason not to

Transparent- rationale and background for decisions are given

Good and bad news are communicated

Two-way- feedback involvement and dialogue also encouraged- and constructively responded to

Built in to day-to-day management processes

• Explain the basic purpose and logic behind the change• Paint a picture of how the outcome of the change will

look and feel• Lay out a step-by-step plan for the phasing the change• Give people a part to play in the plan

To embrace change, people need The Four P’s: the purpose, a picture, the plan, and a part to play

Our Transition Methodology - Communication Messages

Possible starting points

SkepticismSkepticism

ExplorationExploration

Awareness Buy-in Ownership

• Change Agents• Project participation• Face-to-face

meetings• Training

• Meetings with 2-way dialogue (town hall meetings, brown bags)

• Q&A sessions/ Frequently Asked Questions (FAQ) sheets

• Development• Change

Agents

• Newsletters• Memos• Voicemails• Bulletin Boards• Kickoff/update

meetings• E-mail

Understanding

• Workshops• Meetings with

2-way dialogue (town hall mtgs, brown bags)

• Q&A sessions/ Frequently Asked Questions (FAQ) sheets

• Design/Testing/Prototype

• Change Agents

Uncertainty/UninformedOptimism

Uncertainty/UninformedOptimism

Communication Communication and Involvement Communication, Involvement and Training

Our Transition Methodology - How can reactions to Change be addressed?

Change is readily accepted

Ambiguity is reduced - people know what’s going on with the Project

A consistent message is delivered

Communication follows key Project milestones

The rationale and benefits of the change are understood by employees

The grapevine is managed and used for positive purposes

A feedback loop is utilized now and in future change initiatives

Our Transition Methodology - How will we know we are successful?

1. Introductions




Agenda

•Payroll Administration focused on Time, Attendance and Leave processing (State retains Payroll Production)

•Benefits Administration including COBRA and FSA

•Human Resource Administration (State retains Employee Relations)

•Staffing Administration

•HR Learning (State retains Agency specific training)

Integrated Employee Service Centers

World Class Data Centers

Management Reporting & Metrics

Innovative Employee Contact Mgt. Solutions Platform Maintenance Audit/ & Compliance

HR Portal/ESS/MSS Solutions

Proj. Mgt./Implementation ERM/Research

Transition Overview - Services to be Outsourced

Best Practices Tangible Benefits

A proven methodology Depth & breadth of experience A shared commitment for

success Prioritized work plan delivering

early results Senior management involvement

through the Steering Committee

Project Management Office Certified Processes Standard Approach

• Scope Definition (Blueprint)

• Milestones w/ Critical Path

• Communication Standard Controls

• Integrated Project Plan(s)

• Budget / Cost Management

• Risk Management

• Resource Planning

• Web-based PMO tools

Transition Overview - Program Management Discipline

PrioritisationFix prioritisation meeting

Fault IdentifiedObservation report raised

Fault Team ManagerReview

High level impact analysisor review

RepairFix applied

Re-testRe-execute test

Prioritised for fixingor status ="Assigned"

status = "Passed toTest"

Insufficient info orstatus =

"Rejected"

Fix it later releaseor status = "Defer"

Sucessful re-testor status ="Closed"

Unsuccessful re-test

or status = "raised"

Status Orig Ref No.

Issue Description Users Priority

Date Raised

Raised By Work Stream

Issue Category Options, comments, analysis required, next steps

Team Member Responsible (BGE)

Outstanding 1 Need full documentation of installation and implementation to date of PS HRMS

High 1/11/2002 PMO Service System Conversation with HR IT DW

In Progress 2 Decision around resourcing requirements for future training function

Medium 1/11/2002 Ops Change System Initial solution offered and submitted.

JM

Resolved 3 Location for project commencement and confirmation of logistics

Medium 2/2/2002 PMO PMO Planning Need to investigate further JM

Transition Overview - Program Management Tools

Data Gathering

Assessment

BlueprintWalkthrough

Individual and facilitated sessions with the Agencies in order to understand thecurrent HR environment.

Approval from State to move into the next phase of Transition.

StartRealization

Phase

Define the next steps regarding how the Realization Process works.

Documentation of the GAP between the current operating environment of theState Agencies as benchmarked against our Best Practice model.

Receive StateSignoff

The Transition team will walkthrough the entire Blueprint document deliverableswith the State to ensure a complete understanding of the components.

Transition Overview - How does the Business Blueprint Process works?

Gap Assessment

Best Practice Process Flows

Change Management Plan

Training Plan for End Users

Data Interface Plan

Business Continuity Plan

Transition Overview - Key deliverables of the Business Blueprint Phase

Provide access to your key senior HR personnel in order to gain the insight needed to assess the current state

Schedule a current state interview session within the next 7 business days

Identify the means by which you currently communicate to your employees

Transition Overview - What we need from you during the Business Blueprint Phase

Key Messages

We have the right team to partner with the State of Florida.

We our commitment to keeping jobs in the State of Florida.

Our core competence is providing HR outsourcing services to leading organizations.

We leverage “Best Practices” to improve the quality of service to State employees.