HR Service Delivery Management Training Course

Participants can identify priority internal customer groups and translate their needs into service requirements.

• Employee segments defined through needs, moments, channels and service expectations
• Persona cards grounded in interviews, cases, data and observed behaviours
• Manager and employee needs separated to prevent conflicting service designs
• Priority segments selected using value, vulnerability, volume and strategic importance
• Voice-of-customer evidence captured through interviews, surveys, complaints and case data
• Service propositions written for each priority employee and manager segment

Participants can map end-to-end employee journeys and identify service failures requiring redesign.

• Employee journey maps structured around moments, actions, channels and emotions
• Onboarding journey mapped from offer acceptance through probation confirmation
• Pain points identified at hand-offs, approvals, waiting periods and rework
• Moments that matter prioritised through employee impact and business risk
• Frontstage and backstage activities separated within a service blueprint
• Journey improvement hypotheses documented with evidence, owners and expected outcomes

Participants can select and describe an operating model for HR service delivery.

• Ulrich model roles examined across business partners, centres and shared services
• Centralised, decentralised and hybrid delivery models compared against service requirements
• Tier zero through tier three service model applied to HR demand
• Role boundaries defined between HR operations, specialists, managers and vendors
• RACI matrix assigns accountable decisions, operational tasks and consultation responsibilities
• Operating-model assumptions tested against geography, workforce mix and regulatory requirements

Participants can create clear service catalogue entries for priority HR services.

• Service catalogue structure covers purpose, eligibility, channels, outputs and ownership
• Employee record changes specified with required evidence and completion criteria
• Recruitment administration services separated from talent acquisition decision-making activities
• Leave, benefits and payroll services defined using customer-friendly language
• Service exclusions documented to prevent inappropriate requests and unclear expectations
• Catalogue entries aligned with policy rules, workflows and knowledge articles

Participants can set practical service commitments and escalation rules for HR requests.

• Service-level agreements distinguish response, resolution, quality and availability measures
• Priority matrix classifies requests by impact, urgency, sensitivity and legal exposure
• Operational-level agreements clarify dependencies between HR teams and suppliers
• Escalation paths define triggers, decision authority, communications and closure requirements
• Service commitments calibrated against staffing, demand patterns and system capability
• Exception handling rules protect fairness during urgent employee cases

Participants can design case-management workflows that improve visibility, ownership and resolution quality.

• Case taxonomy separates enquiries, requests, incidents, complaints and sensitive matters
• Intake scripts capture essential facts, consent requirements and routing information
• Workflow states define assignment, investigation, approval, closure and reopening rules
• Case ownership maintained through transfers, absences and cross-team dependencies
• Sensitive cases protected through restricted access, audit trails and need-to-know controls
• Root-cause analysis identifies recurring contacts, policy confusion and process defects

Participants can plan shared-services structures, roles and controls for HR administration.

• Shared-services scope selected using transaction volume, standardisation and risk criteria
• Front-office, back-office and specialist roles defined for service teams
• Standard operating procedures specify inputs, controls, outputs and exception routes
• Quality assurance sampling targets high-risk transactions and recurring error types
• Location strategy considers language, time zones, labour markets and resilience
• Transition waves sequence services according to readiness, complexity and business impact

Participants can align HR technology, self-service channels and workflow design with customer needs.

• Channel strategy balances portal, mobile, email, telephone and face-to-face support
• Self-service suitability assessed through complexity, risk, frequency and employee capability
• HRIS workflows configured around approvals, validations, notifications and audit requirements
• Forms redesigned using plain-language prompts, conditional fields and error prevention
• Automation candidates assessed through rule stability, volume and control requirements
• Technology requirements traced back to service catalogue and journey priorities

Participants can establish knowledge practices that support accurate and consistent HR responses.

• Knowledge article template covers question, answer, eligibility, exceptions and owner
• Plain-language writing reduces policy misinterpretation and repeat employee contacts
• Content governance defines review cycles, approval authority and version control
• Search terms derived from employee language, case reasons and failed searches
• Decision trees guide advisers through policy conditions and escalation thresholds
• Knowledge gaps identified from contact drivers, errors and unresolved cases

Participants can analyse HR processes and prioritise changes that reduce waste and failure demand.

• SIPOC diagram defines suppliers, inputs, process steps, outputs and customers
• Swimlane process maps expose hand-offs, approvals, rework and ownership gaps
• Value-added analysis separates necessary controls from avoidable processing effort
• Failure demand measured through repeat contacts, corrections and avoidable escalations
• Five Whys analysis traces recurring service problems to controllable causes
• Future-state processes tested against policy, technology, capacity and control requirements

Participants can estimate HR service demand and match staffing capacity to service commitments.

• Demand forecast combines case history, seasonal events and workforce change plans
• Contact drivers grouped by service, channel, segment and root cause
• Average handling time calculated with talk time, wrap time and rework
• Capacity model accounts for staffing, shrinkage, skills and service hours
• Queue management rules balance priority, fairness, ageing and specialist availability
• Workforce plans identify recruitment, cross-training and contingency requirements

Participants can build a balanced performance framework for HR service delivery.

• Balanced scorecard links customer, process, people, financial and risk measures
• First-contact resolution calculated using defined contact and closure rules
• Service-level attainment reported by priority, channel, service and customer segment
• Customer satisfaction measures separate transactional feedback from relationship perception
• Quality scorecards assess accuracy, empathy, documentation and policy adherence
• Performance dashboards distinguish leading indicators from outcome measures

Participants can apply proportionate quality and control measures to HR service processes.

• Control objectives mapped to employee data, payments, approvals and policy compliance
• Risk register assesses likelihood, impact, ownership, controls and treatment actions
• Segregation of duties applied to HR transactions with financial consequences
• Data quality checks test completeness, validity, timeliness and duplicate records
• Privacy-by-design principles incorporated into forms, workflows and access permissions
• Quality calibration sessions align reviewers around evidence and scoring standards

Participants can establish governance forums and supplier controls for HR service delivery.

• Service governance calendar sets review forums, participants, inputs and decisions
• Operational reviews address volumes, service levels, quality and immediate blockers
• Tactical reviews examine trends, improvement actions, capacity and cross-team dependencies
• Supplier scorecards track contractual commitments, service performance and corrective actions
• Issue logs distinguish incidents, risks, decisions, assumptions and dependencies
• Governance escalation routes clarify authority for unresolved service trade-offs

Participants can plan adoption activities that help employees and managers use new HR services.

• Stakeholder impact assessment identifies changed tasks, concerns and support requirements
• ADKAR model applied to awareness, desire, knowledge, ability and reinforcement
• Channel transition plans shift users from informal requests to defined services
• Manager toolkits explain responsibilities, service routes, approvals and escalation rules
• Training needs analysis distinguishes system skills, policy knowledge and behavioural changes
• Adoption measures track channel migration, knowledge use and repeat contacts

Participants can incorporate inclusion, accessibility and fairness into HR service design decisions.

• Accessibility requirements considered for digital forms, documents and communication channels
• Service channels accommodate remote workers, shift workers and limited-connectivity employees
• Language needs assessed for multilingual workforces and policy communications
• Bias risks identified within eligibility rules, decision trees and escalation practices
• Reasonable adjustment requests routed with confidentiality and timely decision-making controls
• Equity analysis compares service access, outcomes and satisfaction across employee groups

Participants can prepare a phased implementation plan with measurable HR service benefits.

• Implementation roadmap sequences quick wins, foundational work and technology dependencies
• Work breakdown structure assigns deliverables, owners, milestones and acceptance criteria
• Benefits case quantifies reduced contacts, cycle time, errors and administrative effort
• Risk mitigation plans address data migration, adoption, capacity and policy dependencies
• Pilot criteria define target population, success measures, duration and exit decisions
• Benefits realisation reviews compare planned outcomes with operational evidence

Participants can communicate HR service redesign decisions using evidence, trade-offs and clear recommendations.

• Executive briefing structure states problem, evidence, recommendation, cost and expected benefits
• Service performance stories combine customer evidence, operational data and risk implications
• Options appraisal compares service models using agreed decision criteria
• Decision papers distinguish facts, assumptions, dependencies and requested approvals
• Resistance responses address perceived loss of access, autonomy and specialist support
• Review meetings use action logs, owners, due dates and closure evidence

Participants can build, review and present a complete HR service delivery blueprint for a defined organisational setting.

• Customer segments, personas and employee journeys consolidated into service design evidence
• Service catalogue, channels and case workflows aligned with target operating model
• Service-level agreements, performance measures and quality controls integrated into governance
• Capacity assumptions, technology needs and supplier dependencies tested for feasibility
• Phased implementation roadmap links actions, risks, benefits and accountable owners
• Blueprint presentation defended through stakeholder questions, evidence and improvement recommendations