We are thrilled to be recognized by Everest Group as the global leader in MPHRO services in the recently released report, “Multi-Process Human Resources Outsourcing Services PEAK Matrix™ Assessment with Service Provider Landscape 2020.” Everest Group took note not only of our investments in automation, analytics and artificial intelligence, but also our passion for our clients’ employees and their needs. That employee-centric vision and our culture of innovation have been the keys to a dramatically improved experience for our clients and their people.
The moments that matter happen every day
We know that employees now expect the same digital experience at work that they have with consumer technologies they use every day. Interactions should be personal and relevant, intuitive and accessible on demand. We do this with our Employee Experience Platform, which provides a full array of digital access channels for personalized self-service. But great experiences go way beyond high-quality digital solutions.
As Everest Group noted, Accenture has redesigned its service delivery model around the key moments that matter for employees – things like joining the company, changing roles or having a child. These ‘moments that matter’ represent circumstances in which almost all employees – including the technically savvy individuals – appreciate a personal touch. They also present opportunities for organizations to offer better and more satisfying experiences that make their people feel good about the company, produce meaningful outcomes and exceed expectations. This approach makes it possible for Accenture to commit to improving employee satisfaction and delivering savings, as repeat calls for the same issue are typically reduced by more than 70 percent.
<<< Start >>>
Everest Group Multi-Process Human Resources Outsourcing (MPHRO) Services PEAK MatrixTM Assessment 2020
<<< End >>>
How do we do it?
Creating seamless employee services requires an integrated operating model. Instead of the traditional HR silos, such as recruiting, benefits, payroll, and training, our HR professionals now coordinate multiple processes and systems – even those outside of HR – that are important at any given moment. For example, onboarding is an opportunity to create a signature experience that distinguishes, yet requires that employee data processes are timely, accurate, and coordinated across functions, including HR, Finance, Procurement, IT, Facilities and others. We provide the workflow automation required to coordinate tasks, and the trusted advisors who can act as a single point of contact for the employee confronting a moment that matters. All this helps to ensure that everything is ready by day one.
Putting it all together to transform HR
Delivering on the moments that matter across multiple processes requires end-to-end capabilities. Everest Group stated that all providers will need to invest in developing capabilities across the consult-to-operate paradigm to provide the best client and employee experience possible. When your organization chooses which HR functions to retain and where to outsource the rest, take the moments that matter into account, focus on delivering the best employee and manager experiences, and ensure that closely related processes are handled by the same organization.
Keep in mind that when paired with the same old HR organization, even the best technology and the most client-focused outsourcer will deliver limited value. The real rewards come when organizations change their HR operating model to focus on experience and service-oriented delivery. It is part of our mission to extend our transformation efforts beyond outsourced processes and into the client’s retained organization. When your focus is delivering the best employee experience, a holistic view is required. It also helps ensure optimum business value from these projects.
For example, a leading financial institution embarked on a journey with Accenture to transform its HR organization with new tools, processes and policies, as well as a managed ‘digital experience center’ to support core HR areas. We applied the same technology and methods we use internally to help the client create an intelligent and more cost-efficient HR operation.
The results? Since its move to managed HR services, the client has become one of the largest banks in the United States with employee satisfaction scores that have grown from 70 to 90. The workforce gets the answers they need quickly, and the high-touch service they want in the moments that matter. Applied intelligence and automated HR processes are being steadily introduced and analytics are now routinely applied to inform decision-making.
Leave your silos behind!
Today’s HR leaders should serve as strategic business partners, focusing on delivering talent with the skills, capabilities, and experiences required to drive their business’ strategy. This shift in focus is clearly illustrated in a survey by Accenture Operations where we asked HR leaders for their top challenges: increasing profitability (cited by 59 percent), keeping up with competitors (49 percent), and identifying/generating new business (49 percent). HR leaders looking to improve their strategic relevance are taking a new leadership stance, and the old metrics of HR performance are no longer adequate.
Service providers must also change if they are to remain relevant. In the MPHRO report, Everest Group noted an evolution in HR service providers, from the role “of administrators to strategic partners who bring together or orchestrate the ecosystem.” Do your service providers contractually commit to outcomes related to boosting workforce productivity, improving workforce performance or enhancing process quality and efficiency? It’s time for the entire HR value chain to move beyond improving transactional efficiency, and instead to become enablers of the business.
For more about improving your strategic relevance, please visit our Talent and HR Business Processes page.