Human-Centered Services Modernization in Government

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL Human-Centered Services HR and Pay Data Modernization Human Capital Management Public Service and Procurement Canada July 2024

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL WHY HUMAN-CENTERED SERVICES MATTER TO HR AND PAY Key Features Employees are profoundly impacted by unresolved pay-related issues. Human-centered Efficient transactions Minimal interactions Empathy-driven HR and Pay services must be precise, timely, and transparent: Designing good services reduce operational costs, improve the productivity of our processes and user experience. Key Benefits Reduced operational costs Improved productivity Good user experience Increased user trust Good service experience: Timely transactions, clear processes and expectations, anticipated standards of service met. Bad service experience: Asking for the same information multiple times, unclear deadlines or process, requiring additional follow-ups, etc. 2

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL TAKING A SERVICE-BASED APPROACH I have a voice and my input is valued I can change my personal info in one place Understand user behaviour It s all about me Create solutions to meet their needs Invisible services where possible I can see the status of all my cases Measure and adjust Align with GC Digital Ambitions & Digital Standards I understand what my next steps are I can view my employment history I get the help I need, when I need it I am notified of any changes 3

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL HUMAN-CENTERED GC ALIGNMENT Minister of Citizens Services Mandate Focus on Citizen-Centric Service Design Enhance Digital Service Accessibility and Integration Service Excellence across Government Services PSPC The Government of Canada's Digital Ambition Improve the Service Experience of All Clients Assess Gaps in the Digital Service Experience TBS- OCHRO TBS-OCIO Policy on Service and Digital User-Centric Digital Transformation Digital Accessibility and Inclusivity Continuous Improvement and User Feedback Ministry of Citizens' Services 4

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL CURRENT CHALLENGES WHAT S BEEN DONE TO DATE From January March 2024 we: 1 People are profoundly impacted by unresolved pay-related issues and our process lacks the user-centric perspective Conducted a rapid analysis on current user experience landscape in HR and Pay Identified 5 key challenges and presented to senior leadership Scoped out opportunities for cross-functional collaboration within HR and Pay 2 Gap in Human-Centered Design,comprehensive understanding of user groups within the HR-to-Pay processes Established partnership with OCHRO s Research and Experimentation Team 3 The user should be at the centre of every decision. 5

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL 5 KEY CHALLENGES IDENTIFIED RECOMMENDATIONS CHALLENGES 1 Failing to submit transactions on time Conduct behavioural insights research and analysis 2 Current processes demand excessive effort Map use cases with the most impact on employees Share data and insights to improve our client-facing touchpoints 3 Employees lack visibility into case statuses 4 Data on HR and Pay is decentralized Centralize and clean up data Standardize metrics to determine an ideal HR-to-Pay journey moving forward 5 User pain points and insights lack validation 6

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL PLAN TO ADDRESS CURRENT CHALLENGES We are going to identify what the ideal future state looks like by: 1. Targeting priority use cases* using behavioural insights research & analysis 2. Conducting service blueprint mapping (i.e., what does the ideal future-state service experience look like) 3. Identifying needed changes in the current state to move us to the future state FY 2024/25 Q1 Q2 USER RESEARCH & OUTREACH Q3 Q4 OVERPAYMENTS USE CASES DEDUCTIONS LEAVE TERMINATIONS *based on top pay enquiries from CCC 7

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL SERVICE BLUEPRINTS Create a future-state blueprint for each priority use case: Overpayments (completed) Deductions Leave Terminations Test with users to understand what we have today and what needs to change, including: What the client experiences What our supporting employees experience (e.g., client contact center agents) Internal processes Technologies Data Policies Establish service standards (e.g., respond to employee within 48 hours) and how to measure them 8

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL COLLABORATIVE APPROACH A collaborative approach to retain a pool of participants for research, ensure alignment on service delivery, and maintain human-centered design throughout our improvement process: Establish collaboration with different groups on Human-Centered Services for HR and Pay: Establish a Pay Champions Network to consult, validate and co-design with each user groups: COLLABORATION GROUPS PAY CHAMPIONS NETWORK (Human-Centered Services for HR and Pay) Client / Employee Experience Services (CEES) Centre of Expertise Client Service Excellence Various groups HR ADVISORS EMPLOYEES CS-PAY Professionals who provide HR guidance & support. Active and formal employees across the Government of Canada. Professionals for administration of compensation. HR Services and Operations Public Service Pay Center CCC HR Branch Human-Centered Services Behavioural Insights Research and Design Innovative Projects and Client Applications Directorate (IPCAD) Product Management Team User Acceptance Testing Team COMPENSATION ADVISORS CCC AGENTS Frontline representatives tasked with handling inquiries. Dayforce MyGCPay Data Modernization CS Pay Specialization in compensation and benefits. 9

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL EXPECTED OUTCOMES We provide transparency and accountability to employees, administrators, parliamentarians, and the public We can see the big picture, helping us make solid business decisions I have visibility of my HR and pay file, and know what s expected EMPLOYEE DEPARTMENT GC ENTERPRISE Policies are human- centered and reflect the current employee experience under HR and Pay landscape. Departments see reduction in operational costs, and improved productivity and improvements in HR and Pay processes. Employees benefit from a positive user experience from services, with efficient processes that reduces workload, increases employee satisfaction and trust in our HR and Pay systems. 10

SECRET | CONFIDENCE OF THE KING'S PRIVY COUNCIL APPROACH ACCOMPLISHED 1. Establish collaboration with different groups on Human- Centered Services for HR and Pay 2. Service Blueprint - future state NEXT STEPS 1. Conduct behavioral research on the overpayment process (June-July 2024) 2. Ensure data from research is reflected in our current reporting related to HR and Pay (August 2024) 3. Launch Pay Champions Network (September 2024) 4. Work with stakeholders to implement improvements to the current states (September 2024 and beyond) 5. Identify the future state of HR-to-Pay (TBD) 11