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Delivery HR Automation at the Home Office

Join us at the Public Service Expo on 25th June to learn about Veran Relationships, an advisor and partner for HR, tech, AI, gov, and FS professionals. Discover how automation can transform HR and deliver business-led outcomes incorporating people, process, and technology.

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Delivery HR Automation at the Home Office

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  1. Delivery HR Automation at the Home Office Public Service Expo – 25th June

  2. Introducing Veran Relationships An advisor and partner for individuals and teams Connecting 16,000+ HR, Tech, AI, Gov & FS professionals Independent One of the few consultancies in the UK to focus exclusively on HR, Finance & Payroll transformation Technology agnostic Delivering business-led outcomes that incorporate People, Process and Technology Constant research and thought leadership in cloud and automation across the back office

  3. Agenda Context at the Home Office and why automation made sense 1 2 What we mean by automation – quick demo 3 The project – activities, timelines & outcomes 4 Automation becoming part of BAU HR 5 Busting the myths of automation – lessons learned

  4. The Home Office 1 Why Automation made sense

  5. Enabling the People Strategy To be a future-focused and digitally-enabled organisation with leadership visibility of the right people data to make the right decisions at the right time, simply and efficiently.

  6. Resourcing: a strategic shift The Home Office needs great people with relevant professional skills and capabilities to achieve its mission of keeping citizens safe and our country secure in a changing world. To do this we need a diverse workforce* which reflects the public we serve, with the skills needed to work productively in a world where digital and data are radically changing the way we work. There are issues with the current resourcing process, many of which will be addressed through the deployment of Oleeo, the ATS being deployed by GRS later this year, and Metis, the Oracle HCM going live in September 2019. However, in the interest of time and impact, it was agreed that automation would be used immediately, to address any parts of the end to end process that would not be improved through Metis or Oleeo.

  7. Automation enables ‘End to End’ improvement Automation & optimisation HR SaaS The opportunities that exist for automation will deliver more business transformation and financial savings than HR SaaS

  8. Defining Automation 2 Quick demo

  9. What do we mean by Automation? Connected AI An integration of many smart systems that can sense, reason, act and adapt across a range of tasks and processes. Data driven (machine learning) Narrow AI Intelligent Cities Application of advanced machine learning to narrowly defined but value added tasks. Siri Thinking Driverless Cars Predictive Analytics Deep Learning • Prescriptive advanced analytics & decision engines that learn using large amounts of data Subset of Machine Learning in which multi-layered neural networks learn from vast amounts of data Process driven (bots) Weather Forecast Robotics / RPA • Mimics the activity of a human being in carrying out a task within a process Autofill Password Automation • Control of a process or system by mechanical or electronic devices that take the place of human labour Excel Macro Doing

  10. Oracle ERP / Chatbot Demo scenario UiPath robot Sara Evans Uses chatbot to ask the status of her application Provides missing phone number Gives this data to the UiPath robot Asks Sara for the missing information Quickly accesses Sara’s application details and status from the ERP Updates the vetting application with the phone number Tells the chatbot Sara’s vetting status and that the phone no. is missing Application is stuck in the vetting stage, offers to find out more Confirms that the record has been updated Logs onto the separate vetting system and finds that Sara’s phone number is missing End of transaction Provides Sara’s details to the UiPath robot

  11. The Project 3 Activities, timelines & outcomes

  12. Activities & timeline The first robot went live after 10 weeks as this was the first time RPA had been deployed and internal certification and governance was required to be established

  13. Outcomes Reducing the ‘drop-out’ rate of candidates as we deliver a better user experience and ensure candidates & vacancy holders have access to information as and when required Improving the end user experience, candidates & vacancy holders Reducing the end to end processing time, by eliminating manual hand-offs and increasing the transparency of the candidate pipeline activity Faster time to hire will deliver cost savings within the resourcing team and supplier landscape, but will also increase our ability to deliver and sustain our workforce plan. This, in turn, provides significant savings in contractor and overtime spend. Access to better data and analytics tools, allows our Resourcing team to direct future automation opportunities to further optimise the service. Ability to continuously measure & improve our service Build of re-usable components that could be deployed in other Government departments Reduced cost and better resourcing process across many Departments, especially those using GRS & SSCL

  14. HR and its digital assistant 4 Integrating automation into BAU

  15. HR – working with automation

  16. Myth busting 5 Lessons learned from automation at the Home Office

  17. Top learnings from our HR Automation clients Enable improved user experience by getting key players and recipients of the targeted processes to identify their highest impacted pain points and demonstrate they can directly affect the quick automation fix applied Detailed process dissection is not required to identify the highest-impacting pain points. Automation is not delivered by one technology, but by a series of ‘joined-up’ technology solutions. Considering RPA in isolation would not have delivered the depth & breadth of solution required to deliver outcomes e.g. Time to Hire. Relationships are key to delivering a successful project, especially when multiple suppliers are involved. Engagement with relevant players & stakeholders has been critical. This project has key stakeholders within the business, vendors and transformation partner. It is important to build a culture of continuous improvement and a plan for future automation capability within HR and incorporate that into the Operating Model. Automation needs to be a ‘Functional’ expertise, not just the responsibility of IT There are many off-system steps, conversations and hand-offs that can be automated before, in parallel with, or after the implementation of a back office SaaS solution. There is no need to wait for ‘Day 1’ before you start to deliver ‘Day 2’. Official Sensitive

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