96%
Lenovo handles 13,000 HR cases a month and fixes 96% at first contact
96%. First contact fix rate at tier 1, against a 92% target.
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Case study
Northside is a system of care across 25 Georgia counties with five acute care hospitals, more than 250 outpatient facilities, 4,100 providers and 30,000 employees. Its HR services team tracks and manages 300 employee cases every day, and 400 to 500 a day through open enrollment.
300 a day
Employee cases tracked and managed by the HR services team
400 to 500 a day
Cases absorbed through open enrollment, without the backlog of previous years
140+
HR users on the system, with reporting no longer restricted to the administrator
26
Columns HR shared service specialists can sort their own case queues by
Figures as published in the Northside Hospital case study. Yen Edwards, HR Operations Manager, Northside Hospital.
The challenge
Northside's HR services team came to Dovetail through WTW, whose Embark employee experience platform they already used and which integrates with Dovetail case management. The problems they brought were concrete.
Duplicate cases. When a case was closed and then reopened, the old system created a new case with a new number. Referring back to the original was awkward and case history fragmented across numbers.
A team at maximum capacity. Case volume meant constant pressure with no mechanism to park, reassign or queue work.
No way to separate urgent from routine. Specialists had no way to mark which cases needed attention first.
Employees could not manage their own cases. A better employee experience was a stated requirement, not a nice to have.
Reporting locked to the administrator. Only the HR administrator could run reports, so everyone else worked without data.
One case at a time. Specialists needed to look at several employee records or cases at once to work efficiently, and could not.
The new system has greatly increased the efficiency of HR Services, saving hours of time. For example, it has facilitated more efficient management of open enrollment for benefits. The increased information, functions, and email capabilities allowed the team to prioritize cases and tackle the 400 to 500 cases received daily during open enrollment with ease, eliminating the common backlog of open cases from previous years.
500 a day
cleared through open enrollment
What changed
The operating model
Tier 0. Employees start in WTW's Embark platform, where they find information, view their cases, add notes, upload files and create new cases through the Dovetail integration built into it.
Tier 1. New cases arrive in Dovetail and are handled by HR shared service specialists reporting to the HR operations manager. Workflow routes cases automatically to the right team based on events or conditions.
Tier 2. Subject matter experts in benefits, compensation and payroll take what tier 1 cannot resolve.
Tier 3. Senior and benefits leaders handle cases needing higher level intervention, for example where several people hit the same issue and it needs establishing whether there is a vendor or file problem behind it.
Before Dovetail, our HR services were limited by a lack of control over data management and visibility. But now we have the ability to customize how employee data is displayed, making it much easier for us to operate. It's truly transformative, as it empowers us with greater control.
The results
Workflow automation carries most of the load. Cases involving doctors, executives, managers and directors flag automatically. Cases move into a resolved waiting for close queue with rules that stop them being missed. If an employee comes back with a question on a resolved case, that case returns to the service center queue by itself. Building a rule means picking a triggering event, the conditions to be met and the actions to take.
Through open enrollment the team took 400 to 500 cases a day and cleared them, eliminating the backlog of open cases that had built up in previous years.
Reporting is now run by the people who need it. The HR operations manager runs weekly metrics on service center volume and can pull reports on specific keywords or phrases.
The capacity released is being put back into service. The team is developing a model offering employees one to one appointments, in fifteen minute slots for a few hours a week.
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