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We believe that delivering a service that exceeds customer expectations is the key to unlocking lasting and sustainable business success. The voice of the customer is represented in every activity we undertake, therefore personal recommendations from our customers are very important to us.
Some of our latest success stories are below. Further information and 'quotes' from our customers can be found on our 'Testimonials' page.
A Major UK BPO was looking to launch a new HR administration service to UK clients. They wanted a service delivery methodology that was both flexible and adpatable to customer needs utilising the latest technology.
We helped devise all the key HR transactional processes to deliver the new HR service using innovative software and industry best practice. We used Lean Six Sigma methodologies to ensure all the processes were as efficient and effective as possible using embedded workflow tools wherever possible, and devised challenging but realistic KPI's to ensure customer expectations could be met.
A Global Investment Bank was looking to streamline their current travel loan process. The process was labour intensive and required the HR department to support the purchase of the travel card, the deduction from pay and administer lost and replacement travel cards.
We devised a new process using Employee Self Service on PeopleSoft whereby employees applied and received approval for loans automatically on-line with the loan automatically being paid with the employees salary, and the deduction automatically commencing a month later, leaving the HR department to concentrate on more value adding activities.
A Global Investment Bank wanted help with their HR Transformation project. The Bank were looking to set up a UK based HR Shared Service Centre grouping transactional services together and creating centres of excellence and expertise whilst freeing up the HR Generalists to allow them to spend more time on value adding activities.
We helped re-engineer and document all the key HR procesees. We used Lean Six Sigma methodologies to identify all the non value adding activities. Delivered an agenda for change in terms of HR system functionality and the use of ESS and MSS and identified a series of service delivery KPI's and corporate HR metrics to measure the success of the service and the impact of HR policies on the profitablility of the business.
A FTSE top 100 Facilities Management Company wanted help with their payroll outsourcing project to realise the projected financial savings. The project had stalled and lacked direction and any real purpose.
We managed the project for them to a successful conclusion, migrating all 16,000 employees within 6 months to the new provider whilst allowing senior management to concentrate on business as usual activities. We created a Service Level Agreement and agreed service delivery KPI's with the new provider and put in place a process to monitor the performance of the contract on a monthly basis.
A Vehicle Fleet Logistics Company wanted a new HR system and payroll service provider after acquiring a UK based business. They were new to the UK and had little or no real experience of UK HR systems or Payroll service providers. They required a feed from their own internal T&A systems and interface out to the GL accounting package. They also wanted to reduce the amount of paper work and the time spent by managers filling in forms but did not want to publish the system on their own local intranet. They also wanted a payroll provider that would deliver a specific level of service for them and take responsibility for all the compliance issues of administering a PAYE scheme.
A Market Research Company wanted a solution for it's several thousand field based workers to enable the correct rate of pay to be generated automatically for the specific type of work they were doing. Previously the cash figure to pay based upon the hours worked was manually calculated at outlying offices.
We devised a new process using DFSS whereby all they needed to provide was the hours worked and a cost code and the system calculated the rate and cash value automatically. This saved time, effort and money as the payments received were more accurate than before and management were able to analyse trends and patterns of work that were not previously available allowing them to direct resources to the tasks in a more effective way.
A London Borough wanted to make better use of it's Training IT system. Rather than just recording the courses employees attended, they wanted to use it to manage courses, events, tutors and training costs as well as use it to schedule and book delegates onto courses.
We reconfigured the system to fit their needs and introduced automated workflow to generate delegate's course confirmation letters, email reminders to delegates and tutors and schedule future events. We also developed a set of key Training HR metrics reports to evaluate the cost of training per employee, the number of days training per employee per annum, and the number of employees on waiting lists for training.
An FTSE top 100 Insurance Company wanted to close down a local HR administration and Payroll department and move the more traditional HR and payroll roles and responsibilities of the team to their head office based teams, where line managers take a more proactive approach to HR administration activities and people costs.
We used Six Sigma methodologies to identify, measure and baseline the current business processes. Each process was analysed as to whether it meet the head office criteria or should be devolved back to line managers. Processes were then mapped using the SIPOC method and those that were not effective were improved and/or re-designed using DFSS or DMADV which ever was applicable. A communication and awareness plan was created for the business to educate line managers on the new processes and procedures. Several paper-based processes were eliminated and replaced by automated processes saving the business two heads and a significant amount of non-value added activities each year.
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