Discuss, debate and exchange ideas on latest trends and opportunities in the Business Process Management (BPM) landscape. Deliberate on adding “business value” to clients, vendors, employees and various other stakeholders to enhance customer satisfaction and sustain long term partnerships.

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Designing HR Services that Deliver Exceptional Employee Experience


In 1998, HR Guru Dave Ulrich wrote an article in Harvard Business Review that guided Human Resource transformation for rest of the decade. The idea he mooted was to separate out operational activities and manage them separately while HR focuses on change, strategy and business partnership. As a result, global companies spent their time identifying operational HR activities and moving them to a centralized Shared Services Centre. The model delivered the much-required efficiency improvement and allowed newly created Business HR to focus on HR strategy, and change. The HR operations teams organized themselves into Centre of Excellence (CoE) that performed transactional activities with high speed and precision. 

This system is not well established but has started showing cracks; business (employees and managers) are growing unhappy because it was they who were pulling all the CoE services together to deliver business growth and CoEs are simply too busy focussing on their transactions - operating in their silos. The Business HR finds the CoE too opaque and can hardly play the role of a bridge between Business and CoEs. They got burdened with the task of managing transactions that none of the CoEs addressed in their service menu - sounds all too familiar?

To improve the business satisfaction, companies resorted to quick fixes such as introducing more KPIs that measure the satisfaction. Infosys developed new roles such as Value Ninja in order to identify requests that were falling through the cracks - thereby avoiding burdening of Business HR with transactions. Meanwhile, the Centre of Excellence team that was busy performing repeated transactions saw their job getting automated through Robotic Process Automation. The growing need for Value Ninja and diminishing CoE means that the next stage for us is to merge the roles. 

But how can we implement such a transformative idea without downgrading the concept? 

The answer is - instead of looking at HR process through functional process maps (like requisition  Sourcing  screening) look at HR from business' eyes; create an end-user journey. For hiring managers the journey would look like: I ascertain talent need, I raise requisition, I get approval, I get profiles, I give feedback and design end-to-end HR process that delivers great experience by design and not as a by-product. 

For one of our clients, we drew target state journey for each business stakeholder that would deliver stakeholder delight by design. A multitude of interventions are required to deliver this, including improving user Interface (UI) of Manager Self Service (MSS), automation to speed up operations, analytics to provide insights and aid quick decision making, multi-device option, modus operandi of service agents etc. 

Our experience shows that such an approach not only improves experience dramatically but also delivers efficiency gain in the range of 25-30% and business impact in the range of 40-50%. 

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