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TELUS Sourcing Solutions

Alternative Service Delivery


(ASD) for Human Resources at
Calgary Health Region
Prepared by:
Duncan Truscott
Vice President, People and Learning, Calgary Health Region
Stephen Bayliffe
President and General Manager, TELUS Sourcing Solutions

Presented by:
Chris Eagle
Vice President and CIO, Calgary Health Region

Changing Service Delivery in HR

Background on CHR

Change Drivers

Journey to the New Model (TELUS Sourcing


Solutions Incorporated)

Approaches to the Transition of Services

Why an Alternative Service Delivery Model for


HR?

Who is TSSI?

Service and Value Delivery

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Background

22,000 employees

Current annual budget of $1.8B

75% of budget is salary and benefits

As part of a pre Y2K risk reduction process;

Inherited various practices and diverse applications in


regionalization

consolidation of existing HRIS/Payroll systems into a single


payroll-only application

7 organizations each with their own HR, personnel


administration and payroll groups, culture, processes and
technology

Further Regional Boundary changes anticipated


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Change Drivers - CHR


Organizational

Continued organizational growth forecasted

Increasing demand on HR with fixed resources and


funding

Highly constrained capital and operating budgets

Growing interest in exploring the potential around


public/private partnerships

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Change Drivers - CHR


Business Processes in HR

Time consuming and labour intensive manual


processes

Redundant and duplicate effort across numerous


business units

Missed opportunities for process improvement

Key performance indicators not well developed

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Change Drivers - CHR


HR Technology

Desire for a state-of-the-art solution but restricted


by a lack of capital funds

A payroll-only system operating on an unsupported


technology platform

Lack of internal systems expertise and resources to


support complex, large-scale systems

Increasing spread of ad hoc, non-integrated custom


sub-applications to fill gaps
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Goals For The Future (CHR)

Focus on the core business - health care delivery

Transform CHRs HR: transactional to strategic

Increase management efficiency and effectiveness


through improved access and quality of information

Stabilize administrative costs

Embed HR best practices for recruitment, retention


and succession planning

Improve HR performance metrics and accountability

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Steps Along the Way

Request for Information developed

14 responses short-listed to 3 potential providers

Decision criteria developed

RFP developed and issued to the short listed


vendors

Rigorous evaluation and selection process

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Selecting a Strategic Partner

People impact and relationships

Service delivery commitment

Business relationship with Region

Experience in Human Resources and best practices

Financial stability

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Which HR Services?

Transactional in nature

Processes that could be streamlined by using


technology

Improved end user customer service

Keep functions whole and together

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The Result
ASD

Retained

Recruitment

Occupational Health and


Safety

HR Strategy and Policy


Development

HR Operations

Compensation

Employee Recognition

Benefits and Pension

Labour Relations

Payroll

Collective Bargaining

HRIS

Learning and Development

HR Records Management

Workforce Planning

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Service Delivery Framework

Delivering the Service


Contact

Governance

Formal reporting
against agreed
performance
measures

Joint Review with


client participation

Payroll

Compensation

Transition to TSSI

Service
Transition

Centre

Benefits

Information

Vendor

Recruitment

Service
Management

Occupational
Health & Safety

Services

Continuous
improvement of
operational &
business processes

Operational
Excellence

Management Services

Technology

Support Services

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The Contract

Service Level Agreements

Term: 15 years

Several off-ramps

PeopleSoft license owned by CHR

Joint Operations Committee

Meets monthly
Consensus building approach

Joint Executive Committee

Meets quarterly to review service level and continuous


improvement
Consensus building approach
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P3 Features

Capital infusion allowed CHR to obtain PeopleSoft

Revenue stream from CHR is predictable for TSSI

Volume increases allowed for CHR

New customers can be added

Upside revenue potential exists for CHR

Ongoing joint governance mechanisms

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Caring about the Transition

Treatment of People

Change management

Communication

Service stability

Technology implementation

New facilities

Records management

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CHRs Partner: TELUS Sourcing Solutions

TELUS Sourcing Solutions (TSSI) is a wholly


owned subsidiary of TELUS Communications Inc.

TELUS has over 30 years of experience in HR


related services in health care in B.C. and Alberta

TELUS has implemented award winning, best in


class e-hr offerings such as:

Recruitment

Performance management

Recognition

HR administration
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Whats the Big Idea for TELUS? Growth!

Leveraging on a Shared Services foundation

TSSI will deliver human resource and occupational


health and safety solutions across Canada

TSSI will specialize in complex, multi-site, and multiunion environments

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The Value Proposition (TELUS View)


Flexible pricing

no capital requirement

Increased HR efficiencies

best practices
7/24 support, web-based systems

Reduced HR investments

human resource capital investment


provided on an ongoing basis

Transformed manager
and employee access
New focus on strategic
value in the retained HR team

increase in potential access points &


automated transaction based tools
sharpened focus on value
creating activities and functions

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The Value Proposition (Continued)


Measured performance

output based management, service


management processes, SOWs and SLAs

Continuous
quality improvement

technology, processes,
client satisfaction and upgrades

Security and Privacy

world class security infrastructure


and policies

Integrated solutions

end-to-end services including infrastructure


and management of third party providers

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Lessons Learned CHR Perspective

Nail Down the Scope Prior to Engaging in Negotiations

Need for Joint Plan From Concept to Contract

Value of Joint Due Diligence

Importance (Difficulty) of Defining Business As Usual

Need to Focus on What not How

Importance of Mutual Gains Negotiations

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TELUS Sourcing Solutions Contacts

Stephen Bayliffe, President and General Manager

stephen.bayliffe@telus.com

Larry Spagnolo, Vice President Business Development

larry.spagnolo@telus.com

Mark Rivette, Director of Business Development, Alberta

mark.rivette@telus.com

Rob Armstrong, Director of Business Development, Eastern


Canada

rob.armstrong@telus.com

Jim Toohey, Director of Business Development, BC

jim.toohey@telus.com

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