Tri-athletes spend a lot of time working on their transitions. How many seconds does it take to get out of the water and into cycling shoes, and then onto the bike. How many seconds does it take to get off the bike and into running shoes. What can you prepare ahead of time so that those transitions can be made more efficient. Tri-athletes actually spend time planning and training their transitions just as they train conditioning on the swim, bike and run. After all, knocking 10 seconds off each transition can get you a win, or cause a loss.
Again as I think about HR service delivery, you have 3 completely separate delivery organizations. The HRBP, COE and shared services don’t often know what the others are doing at any given moment. But they need to share issues. Often, an employee or manager might call the HR call center and get a different answer to her question than they got from the local HR business partner. They can call the COE and answer-shop until they get to a person who treats them most advantageously.
In a better scenario, perhaps the HRBP and call centers know that the employee should just go talk to the COE. But if technology and process does not exist to track the resolution of questions, issues and problems, then the handoff still fails. It’s possible that the COE never recognizes that an issue was passed to them, or the COE does not record the response so that the HRBP and call centers can effectively follow-up. Your HR service delivery structure might look exactly like the leading practice 3-circle Venn diagrams, but without also engineering the process and handoffs between those 3 entities, you still don’t have great service delivery. Each of these 3 parts of the HR service delivery approach are so insulated that they almost never think about the handoff unless someone else is looking at HRSD from a higher and broader perspective.
