The Total Economic Impact™ Of ServiceNow HR Service Delivery

Faster Time To Productivity For Newly Onboarded Employees

Evidence and data. With the easier and more streamlined onboarding processes, the interviewees reported that HRSD brought their organizations’ new hires up to full productivity faster.

• The head of people technology in the financial services industry reported that ServiceNow HRSD enabled new employees to be productive on their first day, whereas previously it could take three weeks for new hires to be productive. The interviewee noted issues stemming from too many different systems involved in the application process mired the onboarding process, causing this delay. The interviewee also informed Forrester that their organization leveraged the HRSD Employee Journey Management functionality to better manage intercompany transfers, company assets and real estate, and security measures.
  
  The HR technology leader in the food industry shared how their organization did not have any onboarding programs prior to HRSD, and any efforts were ad hoc based on the approach of the local plant HR manager. During this time, the interviewee reported that it could take up to 30 days for a new employee to get signed up for benefits in the prior environment. However, with ServiceNow HRSD, this interviewee’s organization was able to decrease that amount of time to four days.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• The composite organization has an organic headcount growth rate of 5% year over year with 5,517 new hires from growth over the three-year period.
• The composite organization has a 10% turnover rate year over year with 11,034 new hires from turnover over the investment period.
• In the prior environment, the onboarding ramp-up to being fully productive was three weeks. Employee productivity during onboarding was 75% on average for new employees.
• The average fully burdened salary of a new employee is $83,200.
• With ServiceNow HRSD, the composite organization reduces the onboarding process to one week.

Risks. Forrester recognizes that these results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:

• Organization size and total new hires per year from growth and turnover prior to ServiceNow HRSD.
• The historical length of the onboarding process and rate of employee productivity during the onboarding period.
• The expertise and fully burdened salary of a new employee.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $9.3 million.

End-User Time Savings On HR Requests

Evidence and data. Interviewees identified further efficiencies and productivity gains across the general end user’s employee journey with HRSD.

• Increase in end user self-service adoption with a centralized knowledge base. Interviewees described how the HRSD self-service knowledge base rapidly became an essential channel of effective engagement with employees:
  • The people operations manager in the agriculture industry reported that their organization’s 20,0000 employees produced 4,000 knowledge base hits per day with ServiceNow HRSD.
  • The global HR VP in the environmental services industry reported that 12 requests per day were deflected with self-service. This represented 18% of inquiries and was expected to get as high as 90% with full deployment.
  • The HR technology leader in the food industry reported that their organization increased employee self-service adoption: “We’ve seen self-service usage skyrocket with this model. We went from 4% self-service to 34% self-service on the [HCM integration] side, which is where we can track and see tasks that are being done. And on the ServiceNow HRSD side, we can see we’ve had massive usage of our knowledge articles.”

• Decreased end-user time to resolve an HR inquiry. With the HRSD self-service employee portal, employees saved time on inquiries they were able to resolve on their own, as well as those that still required HR assistance.
  • The HR technology leader in the food industry shared how an increase in self-service transactions decreased the overall time each transaction took for employees: “The centralized knowledge base [is] giving them that opportunity to not have to wait in line in front of someone and to solve the issue themselves, whereas before they had no ability to do any of that. For that percentage that’s willing to do that themselves … that’s probably [now] a 90- to 120-second process. … We’re putting these [knowledge] articles up in a way where people can find them and say, ‘Cool. You need to request a leave of absence. Here’s how you get started.’ It goes from being a 30-minute, fully dedicated process to 2 to 3 minutes for each person within this process.”
  • The HR service director in the healthcare industry shared how employees saved time on both simple and complex HR inquires:
    • The interviewee said of basic requests: “It depends on the question or the transaction. So if you think of somebody’s trying to answer a basic HR question or get to a policy, you probably save them anywhere from 10 to 15 minutes of searching.” 
    • Regarding more complex requests, the interviewee continued: “In the [prior] homegrown leave of absence system, we had a ton of paperwork that typically had to be printed, signed, scanned, and sent back and forth between the employee and our team. When we implemented a leave of absence [workflow with HRSD], we put in the in [the e-signature]. We’re estimating that, for each person that goes out on leave, it would probably save maybe 2 to 3 hours’ worth of time just in trying to get all that paperwork printed, signed, scanned, because they had to do it multiple times.”
  • The HR IT leader in the government industry shared how the end users benefited from fast and easy access to a knowledge article with HRSD: “Now, if they don’t want to wait in line, and they just want an answer, we can give it to them, and they have a way to execute that on their [own] behalf. And that to me equates to time savings mostly for the [end-user] team members because they’re not having to wait on us. They can go and do the things themselves.”
  • The head of people technology in the financial services industry noted that the knowledge base has been especially helpful in their organization, “Employees now have a single source of truth for HR- and IT-related questions.” The interviewee noted that many of the easier employee inquiries and requests, totaling 1,000 per month, were now deflected because of the effective, centralized knowledge base. The interviewee reported that the end user now only spends about 2 to 3 minutes on a query, whereas previously the transactions would take up to 10 minutes.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• Without ServiceNow HRSD, the composite would have 331,013 end-user tier-one HR requests and 55,125 tier-two requests over three years. Tier-one requests consist of items that can be self-serviced, such as finding company policies, updating personal information, and managing technical issues. Tier-two requests denote more complex items that require HR assistance, such as questions on benefits, compensation changes, and employee relations requests.
• End users use HRSD’s self-service capabilities, knowledge base, and automated workflows to reduce the time devoted to these tasks. On average, end users save 5 minutes on tier-one HR requests with ServiceNow HRSD in Year 1. These time savings increase to 10 minutes and 15 minutes in Years 2 and 3, respectively.
• End users save 15 minutes on tier-two requests with ServiceNow HRSD in Year 1. In Year 2, the end-user time savings increase to 25 minutes. By the end of Year 3, end users save 30 minutes per tier-two HR request.
• A 50% productivity recapture is applied to account for time savings taken by employees and applied to business-focused work.
• The average fully burdened hourly rate of an end user is $40.

Risks. Forrester recognizes that these results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:

• Organization size and industry.
• Total volume of tier-one and tier-two tickets in the prior environment, and the level of inefficiency end users faced in resolving them.

• The level at which employees regain productivity in the ServiceNow HRSD environment.
• The expertise and fully burdened salary of an end user.

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.1 million.

HR Time Savings On Processing Employee HR Requests

Evidence and data. Prior to HRSD, interviewees described HR environments that missed the mark in terms of providing effective service for a cohesive employee journey. Interviewees noted many ways in which HRSD impacted the volume, duration, and quality of experience related to employee inquiries of all types.

• The HR technology leader in the food industry shared how their organization achieved incremental time savings for HR resources and for managers from self-service, allowing their organization to more efficiently allocate HR resources. They shared: “We don’t need as many employee relations people because we’re going to let managers self-serve and run processes and [we will] only get involved when they ask us, rather than always be in the process.”
• The people operations manager in the agriculture industry reported HR time savings of 20 minutes per shared service request, in addition to a faster resolution turnaround time per request.
• The HR service director in the healthcare industry reported various time savings for HR practitioners.
  • For each tier-one inquiry seeking basic policies or other inquiries, the HR service director in the healthcare industry noted that their HR team members were able to avoid a 2-to-5-minute conversation.
  • For each tier-two inquiry directed to the knowledge base for more complex things like the leave of absence, the interviewee indicated that the number of policies and processes involved in the prior environment meant even greater time savings with HRSD.
  • The HR service director in the healthcare industry noted that the number of escalations reduced from 40 or 50 per month in the prior environment, down to 10 to 15 with ServiceNow HRSD. They shared their impressions of HRSD’s impact of stemming escalations has had on HR staff: “Productivity has definitely gone way up. … I [would] constantly see escalations. … All that has really changed because [managers are] able to manage their work output through HRSD, and the escalations are very rare now.” The interviewee continued: “We also changed our escalation model … we’ve eliminated those going to our CEO or CHRO or other executives. So we’ve been able to both get in HRSD to work that much quicker, but also to be able to solve [inquiries] fairly quickly without having to get the senior executives involved.”
• The HR technology leader in the food industry shared their impressions on the impact that ServiceNow HRSD’s use has had on their organization.
  • They shared that, prior to HRSD: “There was no such thing as a knowledge article. … [With the HRSD knowledge base,] we saved between 30,000 to 36,000 cases per month.” The interviewee also noted that HRSD generally sped up activities and processes in EX disciplinary matters, with employees returning to productivity more quickly.
  • The HR technology leader in the food industry also reported that their organization was able to streamline its HR operation by 4% with ServiceNow HRSD capabilities. They said: “Our target is several million dollars in savings from putting the work in the right spot. ... And then, if [employees using self-service] have any questions, they might come to me and maybe that’s another 1 to 2 minutes but it’s no longer this very lengthy and difficult process.”
• The HR service director in the healthcare industry shared how their organization was able to do more with fewer resources in the ServiceNow HRSD environment, thus avoiding HR resourcing costs. They told Forrester: “We’ve centralized things. We’ve been able to [do HR tasks] with less FTEs than we thought were needed to really do that.”
• Interviewees shared additional considerations on competing goals, with their new HRSD environment offering a more employee-centric approach. In particular, interviewees pointed to potentially higher resolution times for certain complex inquiries by design:
  • The HR IT leader in the government industry noted that their organization’s entire philosophy shifted towards an employee-centric model with HRSD. They shared: “The goal had always been to close the tickets as quickly as possible. … So the shift for us in this moment then is to solve problems. We are not closing tickets anymore. We are solving their problems. And so it’s very interesting, our service level agreements as expected are going up because they’re solving problems. They’re not autoclosing tickets, they’re not giving standard answers that may or may not work. The way we designed ServiceNow [includes] an open text field instead of a drop-down box so people can actually tell their stories. That’s going to take longer to solve than to autoclose tickets.”
  • The HR service director in the healthcare industry also noted how time saved from deflecting lower-level inquiries was redirected towards more meaningful interactions with their employees. The interviewee stated: “We start to divert work where, if somebody comes in and has a question about a process, instead of having to talk to a person, they can go in and look at a knowledge article that tells them the instructions of what they need to do with the links and everything else to get to where they need to go to. So that each thing that we can accomplish in an automated way is more time for our folks to spend on actual cases, like leave of absence or some of the more complex things that we do.”

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• The composite has 35,000 employees in Year 1 with an organic headcount growth of 5% each year.

• On average, each employee submits three tier-one HR requests and 0.25 tier-two HR requests per year.             
• Prior to HRSD, HR resources dedicated an average of:
  • 5 minutes to resolve a tier-one HR request in the prior environment.
  • 48 minutes to resolve a tier-two HR request in the prior environment.
• With HRSD, HR resources decrease the time to resolve a
  • Tier-one request by 45% at the end of the three-year period, saving a total of 11,079 hours.
  • Tier-two request by 30% at the end of the investment period, saving a total of 6,253 hours.

• HR professionals’ productivity recapture is at 80%, which is higher than that of employees because with less time dedicated to inefficient workflows, they are able to focus on more strategic work.
• The average fully burdened hourly rate of an HR resource is $60.

Risks. Forrester recognizes that these results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:

• Total number of employees and the number of tier-one and tier-two HR requests submitted per year, per employee.
• Average time for an HR resource to resolve a tier-one and tier-two HR request in the prior environment.
• The expertise and fully burdened salary of an HR resource.
• The level at which HR employees regain productivity in the ServiceNow HRSD environment.

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $616,000.

HR Time Savings From Streamlining HR Workflows

Evidence and data. Interviewees reported a variety of ways in which HRSD automatons saved their HR resources time while improving the overall quality of service provided.

• The people operations manager in the agriculture industry reported significant time savings related to their organization’s automation of various HR processes, including job offer letters. The interviewee reported that, in the prior environment, turnaround time for processing an offer letter would take up to three days. With HRSD, the interviewee said that process was whittled down to 5 to 10 minutes, with 20 minutes of actual work time savings.
• The global HR VP in the environmental services industry reported 30% HR time savings across all HR processes. They also shared that the effort required for HR moves, adds, and changes was drastically reduced with HRSD. The interviewee reported that their organization was able to eliminate 60 transaction processes, which each previously took 40 minutes per transaction to complete.
• The HR service director in the healthcare industry indicated that their organization was automating as many HR processes as possible, yielding a 25% increase in HR productivity with ServiceNow HRSD:
  • In general, the interviewee said their organization leveraged HRSD automations: “Essentially for anything related to pay increases, job title changes, and promotions, we’re really aiming to do a complete end-to-end automation. [Now with HRSD,] the manager will go in and start [the workflow], it will go to the compensation team, they’ll do their piece, and then it’ll automatically go to our workforce piece to then enter it into [our system of record automatically].”
  • The same interviewee further shared how their organization saved time managing remote employees. They told Forrester: “We set up a series of telework agreements so anyone [can try] working remote[ly]. … HRSD has a workflow that goes to the employee relations team and then it ultimately ends up in the employee file. … I would probably save an hour per employee by having this process automated.” The interviewee noted that, with automation, employees no longer had to print, sign, and scan documents, which saved around 2,000 employees approximately 20 minutes each.
  • Furthermore, the HR service director in the healthcare industry indicated how HRSD’s automations eliminated many opportunities for mistakes to be introduced into the workflows, thereby drastically reducing the amount of rework dedicated to fixing manual errors. They said: “We also look at the error rates for different things that we do. There’s a linkage between the error rate and your cycle time and, if you have a high error rate and you have a high cycle time, it usually means that you’re doing rework processes and clear. So those are opportunities to improve and streamline. Having that data available for every single thing that we’re doing in ServiceNow allows us to go in and really look at that. We add in that error rate data from other sources and then use that to figure out where we think we can maybe take two days off a process if we were to run some continuous improvement projects. So if you take time off the process, that’s time back to the employer manager who’s waiting for you to finish [and] it’s time back to the HR team.”
• The HR IT leader in the government industry described the qualitative impact of improved HR workflows on their intraorganizational collaboration: “We sat people in a room that had never sat together before, and we had people talking across workflows that had never interacted before. … In terms of delivering more functionality faster, they’ve deployed more functionality in our two-week enhancements than they ever got delivered in [our legacy platform] in a year. It’s just that fluid.”
• The HR technology leader in the food industry shared several ways in which HRSD automations helps streamline and improve their HR service delivery:
  • The interviewee noted how an increase in self-service transactions decreased the overall time each transaction took for HR staff to complete. They also noted how they were able to optimize staffing and related costs for this type of role, “We are hiring in roles that cost us less because we have clearly defined boundaries of what people do where before we just did not.”
  • The HR technology leader in the food industry shared how their company streamlined HR and payroll processes: “We have been able to see that our off-cycle payroll corrections has gone down. ... The last numbers were 20% less on off midcycle payroll changes [translating to] 40 hours per week saved for payroll corrections.”
  • The interviewee also noted how HRSD reduced the risk of payroll errors: “It’s just a completely streamlined process. It also removes any risk. So, if we have a number of employees with the same name and we send it on an email, we don’t always get confirmation that it’s the right employee so there’s a risk that you can pay the wrong one.”

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• The composite has 250 HR resources in Year 1 with an organic headcount growth of 5% each year.
• The composite organization can leverage ServiceNow HRSD for a maximum of 60% of all HR FTE workflows, which it achieves by the end of Year 3.

• With ServiceNow HRSD, HR efficiency increases by 20% in Year 1, 25% in Year 2, and 30% in Year 3. The composite organization experiences specific HR efficiencies related to:
  • Streamlining processes for onboarding, offboarding, payroll, leave management, compliance, employee relations, and other HR workflows.
  • Automating manual data entry processes.
  • Reporting on HR analytics and trends.
• The average fully burdened annual salary of an HR resource is $124,800.
• HR professionals’ productivity recapture is at 80%, which is higher than that of employees because with less time dedicated to inefficient workflows, they are able to focus on more strategic work.

Risks. Forrester recognizes that these results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:

• The number of licensed HR resources.
• The extent to which HR workflows can be automated with ServiceNow HRSD.
• The expertise and fully burdened salary of an HR resource.
• The level at which employees regain productivity in the ServiceNow HRSD environment.

Results. To account for these risks, Forrester adjusted this benefit downward by 10%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $8.1 million.

Savings From Consolidated Technology Environment

Evidence and data. With the modernized technology platform HRSD provides, interviewees mentioned various aspects of capital and operational savings from sunsetting their legacy HR tech stacks.

• The head of people technology in the financial services industry reported that their organization retired its legacy solution, resulting in $400,000 savings annually.
• The HR IT leader in the government industry discussed how their organization streamlined their HR tech stack while at the same time improving functionality: “[Our legacy HR technology solution] foundationally was an IT service management product — that IT service management product sat in HR facilities, employee relations. So we had to transition from a product that didn’t really work for us into something that was fit for purpose.”
• The HR service director in the healthcare industry indicated that their organization was able to retire five legacy solutions with the switch to ServiceNow HRSD.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• Total licensing costs for the composite’s four legacy HR technology solutions were $1.9 million in Year 1, growing 5% each year thereafter.
• The composite consolidated its HR technology with ServiceNow HRSD, reducing licensing costs by 10% in Year 1, 20% in Year 2, and 25% in Year 3.
• As the composite reduces the number of solutions in its tech stack, it also lowers its internal technology management costs by up to 80% with the ServiceNow HRSD solution.
• The average fully burdened hourly rate of an IT resource is $80.

Risks. Forrester recognizes that these results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:

• The total annual licensing cost of legacy solutions compared to ServiceNow HRSD costs.
• The number of staff managing legacy solutions and the percentage of time spent managing the tools in the prior environment.
• The expertise and fully burdened salary of IT resources.

Results. To account for these risks, Forrester adjusted this benefit downward by 5%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.1 million.

Improved Workflow Development Agility

Evidence and data. Interviewees reported that they were able to develop high-quality automated workflows with HRSD, while previously they relied on third-party contractors to build these workflows. By developing these workflows independently, interviewees were able to reduce contractor fees and redeploy labor hours previously dedicated to managing contractors.

The global HR VP in the environmental services industry noted that their organization was able to build 15 workflows that could not have been built without ServiceNow HRSD.

Modeling and assumptions. Based on the interviews, Forrester assumes the following about the composite organization:

• The composite automates 28 workflows for employee journey development over three years with ServiceNow HRSD.
• Previously, the composite organization relied on contractors to build workflows. Each workflow would require 30 contractor hours per week for 3 months at $150 per hour.
• With ServiceNow HRSD, the composite organization prevents these contractor costs, avoiding 10,948 hours of outsourced labor over three years.
• Furthermore, the composite organization avoids 4,940 internal IT resource hours previously dedicated to contractor management.

Risks. Forrester recognizes that these results may not be representative of all experiences, and the benefit will vary between organizations depending on the following factors:

• The number of automated workflows developed for employee journeys with ServiceNow HRSD.
• Total internal and external costs to develop a new workflow without ServiceNow HRSD.
• The expertise and cost of contractors and internal IT resources.

Results. To account for these risks, Forrester adjusted this benefit downward by 15%, yielding a three-year, risk-adjusted total PV (discounted at 10%) of $1.4 million.

(Excluded From ROI) Improved Employee Satisfaction And Retention

Evidence and data. Interviewees discussed many ways in which their organizations improved their employees’ experiences from the start of onboarding through all the aspects of their hire to retire journey. In streamlining this journey, some interviewees were able to point to significant and measurable impacts on their EX, including an increase in employee CSAT and improved employee retention.

Because a number of external factors affect satisfaction and retention, Forrester quantified the improvement in retention but excluded it from the ROI calculation.

• Improved retention. The global HR VP in the environmental services industry reported a drop in attrition with HRSD: “We have been able to drive down attrition within a year of implementation. [We had] a 10% attrition rate [in the prior environment] as opposed to a 4% attrition rate now.” The HR service director in the healthcare industry shared how their HR team of six individuals working on employee relations had zero turnover in three years.
• Higher employee CSAT. The head of people technology in the financial services industry reported that the employee CSAT went from 4.1 to 4.6 with the switch to ServiceNow HRSD.
  
  The HR service director in the healthcare industry shared how ServiceNow HRSD improved visibility into their employees’ CSAT: “[With HRSD], you have the ability to send surveys out and collect customer feedback. … Each service that we put in, we do a survey to a percentage of the employees … and our customers satisfaction scores [for HRSD] have been good. Overall, those scores have all [shown that] we provide a good level of service.”
  
  The HR IT leader in the government industry similarly reported a rapid increase in employee CSAT upon ServiceNow HRSD deployment. They said, “The customer satisfaction … had gone up from 3.5 to over 4 in the first 60 days for folks who are replying to [our] surveys.”
• Improved inclusivity. The HR technology leader in the food industry described how their organization was able to improve their HR program’s inclusivity by leveraging translations: “There’s also that immeasurable piece around diversity and inclusion of being able to operate and do business in your preferred or native language. … [There is something about] being able to support people who have immigrated here or our native speakers in New Zealand, being able to accommodate those things and really level the playing field for people who maybe don’t have as an equitable journey in the business.”

Modeling and assumptions. Based on the interviews, Forrester would assume the following about the composite organization, although this calculation is not included in ROI totals:

• If the composite organization had a 10% employee turnover rate in the prior environment, it would see just over 11,000 employees leave the organization over three years.
• If ServiceNow HRSD reduces attrition by 0.5% in Year 1 and 1.0% in Years 2 and 3, the composite would retain an additional 94 employees.
• If the cost per vacancy is $41,600, the composite organization would save more than $3 million spread over three years.

Risks. Forrester recognizes that these results would not be representative of all experiences, and the potential benefit would vary between organizations depending on the following factors:

• The employee turnover rate in the prior environment.
• The level to which an organization could or would attribute any reduction in turnover rate to ServiceNow HRSD.
• The cost per vacancy.

By enhancing employee CSAT scores and streamlining onboarding and training processes, HRSD helps the composite organization reduce attrition.

The decline in turnover helps the composite avoid vacancy costs while keeping current employees more engaged.

Unquantified Benefits

Interviewees mentioned the following additional benefits that their organizations experienced but were not able to quantify:

• Improved standardization and governance. Interviewees noted that HRSD helped their organizations to better manage, standardize, and govern their HR policies, processes, and data. The HR service director in the healthcare industry shared how HRSD helped improve standardization at their organization: “[With ServiceNow HRSD, we are] delivering a consistent standard process for all those things that we do. … Every time you have to do one of those transactions, you go into the same system and do it in the same way.”
  
  The head of people technology in the financial services industry shared how HRSD helped their organization avoid costly risks associated with outdated and ungoverned information, such as honoring exceptions when employees found outdated information on reimbursements or time off. They also noted how HRSD provided better version control and version history by leveraging the retirement functionality. With HRSD, they said simply, “We can introduce governance into the knowledge base.”

• Improved preparedness for audits. With employee information better governed and automated, some interviewees indicated that their organizations were better positioned for audits and compliance reviews.
  
  The HR service director in the healthcare industry described how their organization achieved time savings of 2 to 5 minutes per document for compliance-related efforts, touching a couple thousand documents per month. They said: “Before HRSD, we were partially paper and partially electronic, and it was all manually handled. …[Now, compliance requests] go through … an automated feed that brings it over to … that electronic file system … so that one has saved quite a bit of time.”
• Improved functionality and visibility into HR-related business objectives. Several interviewees pointed to the difficulty of tracking various important business objectives in their prior environment. Their lack of visibility into various HR processes meant that their organizations could not previously measure the success of initiatives and adjust resources accordingly.
  
  The HR service director in the healthcare industry shared how HRSD helped improve visibility into HR-related KPIs: “[It has been helpful] having a set of measurements to understand what our volumes are, how much work each of our analyst or agents do … our volume of cases in any particular area, being able to see the cycle times, and how long it takes to complete any of those different services.
• The HR technology leader in the food industry discussed how their organization was able to meet its objective to offer channels of choice for employees. They said: “[We moved] 1,100 [HR] people into new roles within the organization to support that centralized methodology. And at the end, we flipped a switch, and we had … channels of choice where [employees] can call us, they can chat live with an agent.”

Flexibility

The value of flexibility is unique to each customer. There are multiple scenarios in which a customer might implement HR Service Delivery and later realize additional uses and business opportunities. Interviewees reported several ways in which HRSD allowed them to complete HR processes more quickly and cost effectively.

In addition to the impacts on the newly-onboarded workforce’s experience noted in Benefit A, interviewees pointed to additional value related to a shortened onboarding period. The global HR VP in the environmental services industry anticipated a 30% reduction in their organization’s outsourcing recruiting costs, which totaled $1.4 million in the prior environment. They indicated, “There’s a lot of things that make up that amount, and that doesn’t even include the time that the interview teams spend interviewing the candidates.”

The global HR VP also reported that these recruitment cost savings would be further reinvested in their organization’s HRSD environment, financing their organization’s intended upgrade to the Enterprise version.

Flexibility would also be quantified when evaluated as part of a specific project (described in more detail in Appendix A).