Operations Process Re-engineering

A Large Public University

New South Wales

THE BUSINESS PROBLEM

As a member of the Group of Eight (a coalition of leading Australian Universities), our client, a large public University had aims to become one of the top 3 and have the most cost-effective support operation.  While improvements had been made, there was still a major gap between the University and its top performing counterparts. The Operations Division identified opportunities for process improvement to support this strategic intent and deliver improved value to internal customers, to enable resources to be deployed to other areas of the University. WDScott was engaged to provide process improvement capability to be developed within the Operations Group.

 

 

OUR ROLE

A pilot process improvement project was undertaken within the HR division, and the “Select and Recruit Workforce” process was chosen. WDScott worked closely with the project team, which was comprised of university team members to ensure that skills were transferred.

 

The redesigned process featured simplified, standardised position descriptions and approval processes, enhanced candidate identification, management and assessment tools, and flexibility around selection approaches. Line Managers were to be supported through an updated recruitment toolkit, containing guidelines, templates and best practice examples. Adoption of an on-line tool was expected to reduce manual data entry tasks.

 

During the project a second stream of work was undertaken to develop a Process Model for the HR function. The aim was to understand the roles of the groups within HR and the processes conducted/owned by them.  From this activity a number of opportunities for further improvement were identified, and roadmap for ongoing improvement identified.

 

A comprehensive plan, including program management activities was prepared to guide the client through the implementation. Phases of work were identified, highlighting the short term quick wins, as well as the longer term technology enabled changes.

 

 

OUTCOME

Implementation of the re-designed process released in excess of $1 million of effort per annum which was to be re-directed to core activities.  

 

Implementation of the re-designed process released in excess of $1 million of effort per annum which was to be re-directed to core activities.