A large US healthcare organization had grown considerably through a series of sizeable acquisitions. While many of the front-office, patient-facing services had been integrated, HR services remained decentralized. HR policies, programs, and procedures varied widely across regions, resulting in inconsistent employee experiences and suboptimal HR costs.
Our team worked collaboratively with HR leaders to design a new HR service delivery model that would improve the efficiency and effectiveness of HR while significantly reducing HR operating costs. Following the design phase, the client re-engaged us to help streamline, standardize, and centralize transactional HR services into a new HR Shared Services Center.
By transitioning work from the regions to the new HR Service Center, we were able to free up considerable capacity for HR business partners and Centers of Excellence to focus on value-add, talent-centric HR services and programs. Overall, the project led to considerably reduced HR operating costs with improved talent programs and employee experience.