From assuming efficiency, to making efficiency happen
Baseline: 50% Quality, 30% On Time Delivery
Improvements: 99% Quality, 99% On Time Delivery
As a result of a corporate efficiency program, the payroll team was reduced from three members to one, leading to a decline in both quality and on-time delivery when dealing with payroll. Following a value stream mapping exercise, the team implemented process changes that enabled the remaining employee to achieve 99% quality and 99% on-time delivery.
Positions were eliminated as part of a restructuring effort, resulting in a decrease in employee service personnel from three to one. Not all positions were eliminated due to the custom software linked to timekeeping and financial reporting. I met with the remaining team member to value stream map transactions and identified issues related to incomplete and inaccurate inputs, primarily because all requests were submitted via open-text emails.
To address this, the remaining employee developed closed questions for each of the requests, which eliminated incomplete & inaccurate information. The remaining employee successfully met service level agreements by resolving cases before the weekly payroll period with 99% quality, a significant improvement from the previous 50%. This enhancement helped avoid costly rework for payroll and finance related to tax calculations.
The tool subsequently became the official method for submitting requests for corrections, missed payroll, and special payments. Its usage expanded to various HR operations in countries such as Belgium, the Czech Republic, France, Italy, Slovakia, and the UK, in addition to operations in the United States. The tool continues to be utilized effectively today.
The tool also eliminated the need to print, staple and file information in cabinets recovering 30% real state space by eliminating paper from the process.
Requisition to Hire, from regional variation to one global compliant process
Baseline: 5 software & processes, 180 days to hire
Improvements: 1 Software, 1 Process configured for regional variation, 45 days to hire
The Medical and Talent Acquisition functions within the organization had developed disparate processes across different regions, primarily as a result of organic growth. This fragmentation posed a significant challenge, particularly given that global audits were primarily focused on compliance with USA requirements. Consequently, this created operational risks and inefficiencies that could potentially compromise the integrity of our processes.
To address these challenges, we conducted a thorough value stream mapping exercise of the various local processes. This collaborative effort allowed the team to identify commonalities and define a critical path that was essential for operational success. By focusing on these shared elements, we aimed to create a streamlined global process that would not only be compliant with regulatory standards but also facilitate easier auditing.
The resulting global process was designed to work effectively for all regions, ensuring that each function could operate cohesively while meeting local regulatory requirements. This initiative has not only reduced operational risk but has also enhanced overall efficiency, fostering a more unified approach to Medical and Talent Acquisition across the organization. As a result, we are now better positioned to meet compliance obligations while minimizing audit complexities.
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