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Compensation Service Delivery

Compensation Service Delivery. Operational Review. Compensation Service Delivery. Objectives To: model and resource compensation activities document and analyse best practices develop different approaches to service delivery select and implement most appropriate approach.

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Compensation Service Delivery

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  1. Compensation Service Delivery • Operational Review

  2. Compensation Service Delivery • Objectives • To: • model and resource compensation activities • document and analyse best practices • develop different approaches to service delivery • select and implement most appropriate approach

  3. Compensation Service Delivery • Results • use of Treasury Board metrics shows existing NCR resource level is reasonable for the amount of activity • service delivery generally well received by clients • opportunities for improvement in: • process streamlining • client access • revisions to service standards

  4. Compensation Service Delivery • Lessons From Other Departments • Client Service Centre approach • controlled access to compensation staff • specialised service delivery teams – enquiries, pay/benefit transactions, pension/disability • use of workflow and client management technology

  5. Results – Present Model Clients • Comp. Team • generalist • all client contact • advice and transactions • input to PWGSC • Comp. Team • generalist • all client contact • advice and transactions • input to PWGSC • Comp. Team • generalist • all client contact • advice and transactions • input to PWGSC Leave and PeopleSoft Input Cell Team Leaders – work allocation, complex cases, client enquiries Compensation manager

  6. Proposed Model Clients Access Portal Client Service Centre Q.M. Team Comp Team(s) Pension/ Disability Team Team leaders – allocate, interpret, monitor, develop tools, communicate, support to management Compensation Manager

  7. Compensation Service Delivery • Benefits • more rapid service • consistent answers to enquiries • consistent application of compensation rules • greater capacity to complete actions without distraction • reduction in process disruption caused by enquiries • reduction in potential for error • reduction in time/cost of enquiry management • improved ability to manage workload • optimized resource utilization

  8. Compensation Service Delivery • Benefits (cont’d) • establishment of a resourcing baseline for management of workload changes • clarification and standardization of client/advisor roles • reduced pressure on compensation staff • increased consistency in response to client demands through uniform work practices • positioning for future government direction(s)

  9. Compensation Service Delivery • Risks • reduced client comfort level with implementation of new access regime • less personalized service may be perceived to be a service level reduction • compensation staff uncertainty with role change • dislike of specialization • lack of direct contact with clients • some potential for some staff to move to other departments/retire • disruption to workflow unless carefully piloted and implemented

  10. Compensation Service Delivery • Implementation Strategy • ongoing communications at several levels stressing benefits, with emphasis on positive reasons for change • publication of additional client-focussed service levels • dry run(s) to ensure all kinks have been worked out • provision of opportunities for full involvement of staff in implementation (includes selection of type of work) • close and careful monitoring of/adjustments to, pilot • continued compensation staff involvement including: • communication, before, during, and after implementation • identification of key success factors (technology, for example) • training of staff in application of new techniques (CSC)

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