​ Level 3 Process Splits (RACI)

​ Global HR Design

​ March 2018
​ GlobalHRDesign@cabinetoffice.gov.uk

Global HR Design: Setting the standard for future focused, technology enabled and user centric HR services in Government 1
Level 3 process splits (RACI)
Contents page

This document summarises Level 3 process splits (RACI) breakdown across areas of focus within Phase 2 Global HR Design. The following components
will be highlighted within this document:


1 Introduction and approach


2 Guiding principles and templates

3 Level 3 process splits (RACI)

HR3 Joining Work

HR4 Building the Workforce

HR5 Managing the Workforce

HR6 Rewarding the Workforce

HR7 Leaving Work

HR8 Managing Service

2
Introduction and approach
Introduction

Highlighted below is a short overview and purpose of future Level 3 process splits (RACI).

LEVEL 3 PROCESS SPLITS (RACI)

Level 3 process splits (RACI) are used to
assign responsibility to specific HR
processes. It is an acronym for
‘Responsible’, ‘Accountable’, ‘Consulted’
and ‘Informed’. Every process should
have one clear owner who is
‘Accountable’, while multiple owners can
be ‘Responsible’ ‘Consulted’ or
‘Informed’.

The Level 3 process splits (RACI) will:

ü  Provide clarity on relevant
responsibility within each process
ü  Feed as an input to detailed process

and organisational design activities
ü  Provide an indication of improvement
opportunities across role involvement
within the process

3


Guiding Principles and Templates

4
Guiding principles and templates
RACI definitions

Highlighted below are definitions used within the RACI matrix. These definitions will guide the overview of RACI across relevant process areas highlighted
within this document.

Those who get the work done to achieve the task. This may refer to individual workers to perform the given task.
Responsible
There is at least one role tagged as ‘responsible’, although others can be delegated to assist in the work required.

The party ultimately answerable for the correct and thorough completion of the deliverable or task, and the one
Accountable
Responsible who delegates the work to those responsible. There must be only one accountable party specified for each task
or deliverable. The accountable party has the ultimate decision-making authority and oversees the work.


Those whose opinions are sought, typically subject matter experts; and with whom there is two-way
Consulted
Responsible communication. This could be a stakeholder who can provide advice regarding an activity where a subjective
opinion may be required.

Those who have some interested in relevant activity and are kept up-to-date on progress, often only on
Informed
completion of the task or deliverable; and with whom there is typically one-way communication.


Please note that the RACI highlighted within this document provide an initial view of roles and responsibilities and are subject to change.
Detailed analysis and refinement should be completed as a part of detailed process design and detailed operating model design activities.

5
 Guiding principles and templates
Level 3 process splits (RACI) map template

Highlighted below is an example view of how a Level 3 process splits (RACI) may be represented as a process map. Relevant RACI
annotations will be based on agreed level 3 process splits (RACI) definitions.

HR Taxonomy:
Level 3 process

HR Taxonomy:
Level 4 process

Swimlane with
relevant role within
6
the process
Guiding principles and templates
Mapping indicative roles into relevant groups

Highlighted below is a high level introduction into indicative roles and their relevant groupings based on where they sit within the organisation. Roles
highlighted below will be incorporated across the Level 3 process splits (RACI).

Role Definition HR
HR Leadership Team
The HRLT hold overall accountability for HR. They also define and deliver overall strategy and objectives for their respective
(including CoE Directors) /
DGs
businesses and geographies HR Leadership COE
HR Operations
(Tier 1) HRBP
Teams of subject matter experts that develop and hold deep expertise in their respective subject areas. CoEs set group HR Operations Specialist
Community of Expertise
strategy, policy and process for their respective area, and are accountable for all specialist activity in assuring quality, (Tier 2)
(CoE)
capability, standards and performance.

Business-facing strategic HR professionals that use strong commercial and HR expertise to provide insight and challenge to
HRBP Business
business leaders on all strategic people-related subjects.

HR Operations teams provide HR operational service support at Tier 1 and more specialist and complex casework support at
HR Operations Tier 2. Support could include both queries and transactions. This can include teams supporting the Civil Service as part of an Employee
outsourced arrangement (BPO) but may also comprise in-house teams. Candidate
Professions/
Business leaders Define and deliver overall strategy and objectives for their respective business area /Civil Service organisation. Functions
Business
Line Manager Leader

Accountable for people management, often using systems and analytics. Use self-service/HCM systems to action
Line managers
transactions.
Other
Define and deliver strategy, objectives, people and organisational development initiatives for their respective Profession/
Professions/Functions
Function.

All Civil Service employees across Departments. Use self-service/HCM systems to action transactions. Responsible for their IT Finance Department
Employees
own personal data, career-related issues, and proactively seeking necessary information.

Other involved parties, including other departments. This may include other standalone third parties which may be notified HR Roles Non-HR Roles
Other
and do not work as a part of an outsourced arrangement.

Key:
7
Specific role title
Guiding principles and templates
Level 3 process splits (RACI) assumptions

The following assumptions underpin the Level 3 process splits (RACI) development:

-  At least one role has been included for every process / relevant swimlanes in the process

-  Current view of RACI is depicted based on typical market practice

-  RACI overview has been developed at a high level, it is assumed that further refinement to achieve the next level of detail will continue throughout the detailed
process design

-  For each process there is only one process owner, i.e. ‘A’ can only be designed to one role for the overall process

-  Multiple roles can be 'R' in any one process, however there may also be additional responsibilities for information sharing and feedback which fall outside of the
formal process

-  Assigned responsibilities only capture the regular process and do not include exceptional cases

-  HR Operations Tier 1 and Tier 2 roles may also be referred to as HR Operations Representatives and Specialist roles respectively

8



Level 3 Process Splits (RACI)

9


HR3 Joining Work

10
Level 3 process splits (RACI)
HR3 Joining Work (1/8)

Joining Work
Level 2 Level 3 Level 4 Process Name RACI
Design Recruitment Processes, Tools & R
C I C C C6)
Programmes A
R2) R2)
Create/Edit Job Description/Requisition C R2)
A2) A2)
A2) R2)
Close Job Description/Requisition1) C R3)
Recruitment I A2)
HR3 (Executive,
Attract & Source Candidates A R C C
Joining Work Specialist, Volume,
Apprentice) R4)
Create/Update Candidate Profile
A
R
Manage Candidate Pool C
A
R5)
Reinstatement C R I7)
A

1)  Assuming that the job description aligns to corresponding professional career pathway/job library
2)  Line Manager can typically initiate the process. In a situation where there is a cross-governmental campaign required, a Profession/Function may be accountable
There will only be one accountable party on any one occasion
3)  HRBP involvement in terms of budget consultation
4)  Actions related to reinstating the employee in the system
5)  Consultation with Business Leaders may be required in exceptional cases, when there are external factors which may required their involvement, e.g. changes to
strategic direction
6)  Department who candidate resigned from / candidate

11
Level 3 process splits (RACI)
HR3 Joining Work (2/8)

Joining Work
Level 2 Level 3 Level 4 Process Name RACI
R
Screen Candidate I I
A
R R
Select Candidate R I1)
A A
C1)
R
Recruitment Manage Job Offer/Contract C C I C I1)
A
HR3 (Executive, I2)
Joining Work Specialist, Volume, R
Apprentice) Conduct Pre-Employment Checks4) C C C
A
R3)
Security Vetting I A3)
I1)
Manage Job Offer Withdrawal/Candidate R I1)
C R R
Withdrawal A R1)
1)  Candidate (internal or external)
2)  Finance involvement for any extraordinary circumstances
3)  UKSV checks
4)  Pre-employment checks include BPSS

12
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Develop Resourcing Strategy •  Manage New Hire
•  Develop Diversity & Inclusion Strategy •  Manage Organisational Structures
HR3 Joining Work (3/8) • 
• 
Dev. Vendor Procurement & Relationship
Strategic Workforce Planning
• 
• 
Manage Job / Job Families
Provide HR Insights / Analytics
•  Develop Reward Strategy •  Collect Payroll Data
•  Develop Policies & Procedures •  Manage Allowances

J oining Work
•  Business Supply & Demand Capture •  Manage Employee Engagement Activities
•  Create Position •  Manage Reserve Commitments
•  Manage OGD Transfers

xx
HR3-01: Recruitment
• 
• 
Manage Secondments
Manage Loans

Design
COE
Recruitment Attract & Source
Processes, Tools & Candidates
Programmes

HRBP


HR
Operations
Create/Edit Job
Description/
Close Job
Description/
Attract & Source Manage Candidate
Screen Candidate Select Candidate
Manage Job Offer/
(Tier 2) Candidates Pool Contract
Requisition Requisition

HR
Operations Reinstatement
(Tier 1)

Create/Edit Job Close Job
Line Description/ Description/ Reinstatement Select Candidate
Managers Requisition Requisition

Professions
Create/Edit Job
/Functions
Description/
Close Job
Description/ Select Candidate
Requisition Requisition

Other
Create/Update
Candidate Profile

13
 Inputs Outputs
Level 3 process maps
HR3 Joining Work (4/8)
Joining Work
HR3-01: Recruitment (continued)
COE

HRBP

HR Manage Job Offer

Conduct Pre-
Operations Withdrawal/
Employment
(Tier 2) Candidate
Checks
Withdrawal

HR
Operations
(Tier 1)

Manage Job Offer

Line Withdrawal/
Managers Candidate
Withdrawal

Professions Manage Job Offer

/Functions Withdrawal/
Candidate
Withdrawal

Other Manage Job Offer

Withdrawal/
Security Vetting
Candidate
Withdrawal

14
Level 3 process splits (RACI)
HR3 Joining Work (5/8)

Joining Work
Level 2 Level 3 Level 4 Process Name RACI
A/ C2)
Source Candidates R1) I
R1) R
R
Screen & Select Candidates A3)
A3)
Recruitment
HR3
(Fast Track, Bidding A C R R R7)
Joining Work
Fast Stream)
R C4)
Offer & Contract Management C C3) R I I
A I6)
R5)
Pre-Employment Checks + SC Vetting I R I
I6)

1)  Responsibility for deciding on sourcing strategies and attraction criteria remains with the CoE, whilst sourcing should be conducted by HR Operations Tier 2 team
2)  For specific Fast Track and Fast Stream campaigns related to Civil Service strategic requirements, professions, functions and business leaders may be consulted
3)  Assuming that the screening and initial selection will be completed by the HR Operations team with commission for Fast Stream roles sent via the HRBP
4)  Grade Manager
5)  Assuming additional ‘Vetting’ team involvement additional vetting is required for posts outside ‘standard’ pre-employment checks
6)  Candidate
7)  Through departmental single point of contact

15
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Develop Resourcing Strategy •  Manage New Hire
•  Develop Diversity & Inclusion Strategy •  Manage Organisational Structures

HR3 Joining Work (6/8) • 

• 
• 
Dev. Vendor Procurement & Relationship
Strategic Workforce Planning
Develop Reward Strategy
• 
• 
• 
Manage Job / Job Families
Provide HR Insights / Analytics
Collect Payroll Data
•  Develop Policies & Procedures •  Manage Allowances

•  Business Supply & Demand Capture •  Manage Employee Engagement Activities
Joining Work •  Create Position •  Manage Reserve Commitments

xx
HR3-02: Recruitment (Fast Track, Fast Stream)
COE
Screen & Select
Source Candidates Bidding
Candidates

HR Pre-Employment
Operations Screen & Select Offer & Contract
Source Candidates Checks + SC
(Tier 2) Candidates Management
Vetting

HR
Operations Offer & Contract
(Tier 1) Management

Line
manager
Bidding

Professions
/Functions
Source Candidates Bidding

Business
leaders
Bidding

Other
Pre-Employment
Checks + SC
Vetting

16
Level 3 process splits (RACI)
HR3 Joining Work (7/8)

Joining Work
Level 2 Level 3 Level 4 Process Name RACI
R
Manage New Hire R I1)
A
R I1)
HR3 Manage Onboarding R
Onboarding A R2)
Joining Work
Induction A C R I R I R I
R
Manage No Shows I R I1)
A

1)  Candidate (internal or external)

2)  Estate management / IT

17
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Manage Job Offer / Contract •  Update Position
•  Develop Resourcing Strategy •  Change Employee Personal Data

HR3 Joining Work (8/8) • 

• 
Strategic Workforce Planning
Manage Return to Work
• 
• 
• 
Manage HR Information & Knowledge
Manage Organisational Structures
Manage Job / Job Families
•  Manage Locations

Joining Work
•  Manage Talent Pools
•  Manage Talent Schemes
•  Strategic Workforce Planning

xx •  Create, Develop and Refresh Objectives

HR3-03: Onboarding
•  Manage Flexible Working

COE

Induction

HR
Operations Manage
Induction
(Tier 2) Onboarding

HR
Operations
Manage New Hire Manage No Shows
(Tier 1)

Line
Managers Manage
Manage New Hire
Onboarding
Induction Manage No Shows

Other
Manage
Onboarding

Employee

Induction

18


HR4 Building the Workforce

19
Level 3 process splits (RACI)
HR4 Building the workforce (1/4)

Building the Workforce

Level 2 Level 3 Level 4 Process Name RACI
R R
Design Talent Processes, Tools & Schemes C I R1) I
A C
A
Manage Succession Plan R R1) R R A
R2)
R
Conduct Talent Review & Identify Talent C R1) R C I
A

Talent & Succession Manage Talent Moderation C C A R1) R R I

HR4
[SLS, FLS, Fast
Building the
Stream, FastTrack, R
Workforce Manage Talent Pool / Network C R1) C R I
HDPS, IDP] A
R4) R3)
Mentoring & Outreach R1) R
A
R
Manage Internships C I R1) R C
A
R R
Manage Talent Schemes C I R1) C
A C

1)  Specialist insight and analysis, and system enabled activities

2)  For SCS succession planning the COE would manage and facilitate the process
3)  Both Mentor and Mentee are responsible and accountable for the relationship, much of the activity is done through self service and Tier 1 is responsible for providing
support
4)  The role of the COE is to design and develop Mentoring & Outreach schemes
20
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Develop Talent Strategy Create Position,
•  Develop Capability & Learning Strategy Design Recruitment Processes, Tools & Programmes

HR4 Building the workforce (2/4) • 

• 
• 
Develop Performance Strategy
Input to Business Planning
Develop Reward Strategy
Develop Capability & Learning Strategy
Design Learning Processes, Tools & Programmes
Manage Organisational Structures
•  Develop Diversity & Inclusion Strategy Conduct Capability & Learning Needs Analysis
•  Strategic Workforce Planning Manage Involuntary Exit
Building the workforce • 
• 
Develop Resourcing Strategy
Manage Secondments
Receive & Resolve HR Queries
Manage HR Information & Knowledge

xx • 
• 
Manage Relocation
Manage Job / Job Families
Contract Contingent Worker

HR4–02: Talent & Succession

COE Design Talent
Processes, Tools &
Manage Manage Talent Mentoring & Manage
Schemes Succession Plan Schemes Outreach Internships

HRBP Conduct Talent

Review & Identify Manage Talent Manage Manage Talent
Talent Moderation Succession Plan Pool / Network

HR Design Talent Conduct Talent

Operations Processes, Tools &
Manage Talent Manage Manage Talent Manage Talent Mentoring & Manage
Review & Identify
(Tier 2) Schemes Moderation Succession Plan Pool / Network Schemes Outreach Internships
Talent

HR
Operations Mentoring &
(Tier 1) Outreach

Conduct Talent
Line Manage Talent Manage Manage
Review & Identify
Managers Moderation Succession Plan Internships
Talent

Professions
/Functions Design Talent
Processes, Tools &
Manage Talent Manage Manage Talent Manage Talent
Schemes Moderation Succession Plan Pool / Network Schemes

Employees
Mentoring &
Outreach

Business
Leaders
Manage
Succession Plan

21
Level 3 process splits (RACI)
HR4 Building the Workforce (3/4)

Building the Workforce

Level 2 Level 3 Level 4 Process Name RACI
Design Learning Processes, Tools & R R R 1)  Supporting with analysis
C C 2)  Professional bodies
Programmes A C C
3)  External learning providers
Conduct Capability & Learning Needs R
C R1) C 4)  Exceptional cases (for
Analysis A
requests above threshold)
R 5)  Line managers will be
Develop Apprentices I R C C C2) involved by requesting,
A
delivering & facilitating
R 6)  Depending on the HR
Develop Learning Content R R3)
A Operations TOM

HR4 R R R3)
Learning & Deliver Learning I
Building the A A A3)
Development
Workforce R
Update Learning Curriculum C I C R C I
A
R
Manage Enrolments and Completion I R I
A
R
Manage Cancellations R C
A
Manage Off-Catalogue Requests C A R R5) I I4)
R
Evaluate Learning Delivery and Impact I R6) R C C
A

22
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps • 
• 
Develop Talent Strategy
Develop Performance Strategy
• 
• 
Provide HR Insights & Analytics
Create, Dev & Refresh Objectives

HR4 Building the Workforce (4/4)

•  Manage Continuous improvement •  Create & Manage Development Plans
•  Maintain Systems & Configuration •  Manage Succession Plan
•  Create & Manage Development Plans •  Manage Competencies
•  Create, Dev & Refresh Objectives •  Manage Performance Improvement
•  Design Organisational Competencies

Building the Workforce

•  Design Performance Processes & Tools
•  Manage On-boarding
•  Manage Regulatory Compliance
•  Dev. Vendor Procurement & Relationships
xx
HR4-01: Learning & Development
• 
• 
Manage Vendors
Manage Performance Improvement

COE
Design Learning Conduct Capability Evaluate Learning
Develop Develop Learning Update Learning
Processes, Tools & & Learning Needs Delivery and
Apprentices Content Curriculum
Programmes Analysis Impact

HRBP
Design Learning
Processes, Tools &
Programmes

HR
Conduct Capability Manage Off- Evaluate Learning
Operations Develop Learning
& Learning Needs Deliver Learning Catalogue Delivery and
(Tier 2) Content
Analysis Requests Impact

HR
Operations Manage Evaluate Learning
Update Learning Manage Delivery and
(Tier 1) Deliver Learning Enrolments and
Curriculum Cancellations
Completion Impact

Line
manager Manage Off-
Develop
Catalogue
Apprentices
Requests

Professions
/Functions Design Learning Manage Off-
Processes, Tools & Catalogue
Programmes Requests

Employees
Manage
Manage
Enrolments and
Cancellations
Completion

Other
Develop Learning
Deliver Learning
Content

23


HR5 Managing the Workforce

24
Level 3 process splits (RACI)
HR5 Managing the workforce (1/10)

Manage Performance

Level 2 Level 3 Level 4 Process Name RACI

R C C
Design Performance Processes & Tools C I R1) I I
A I I
R
Create, Develop & Refresh Objectives I R1) R R R
A
C R
Create & Manage Development Plans C C
I A
R
HR5 Conduct Performance Reviews I R R R C
A
Managing the Manage Performance
Workforce R1)
Manage Competencies C R1) I I
A
R
Manage Performance Improvement R R
A
R
Manage Poor Performance R I
A
R
Manage Probation Period I R I
A

1)  Whilst COE will be responsible, HR Operations may be responsible for ensuring these are up-to-date on the system. Depending on the organisational structure, the
HR Operations team responsible may sit within Tier 1 support or Tier 2 team.

25
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Manage Return to Work •  Change Employment Status

HR5 Managing the workforce (2/10)

•  Record Short Term Sickness •  Change Work Schedules
•  Record Long Term Sickness Absence •  Manage Personnel Files
•  Notify Employee of Compensation •  Manage Casework
•  Manage Talent Moderation •  Voluntary Leaving
•  Involuntary Exits

Manage Performance •  Administer Promotion, Demotion &

Lateral Moves

HR5-01: Manage Performance
COE
Design Conduct
Manage
Performance Performance
Competencies
Processes & Tools Reviews

HRBP
Conduct Manage
Manage Poor
Performance Performance
Reviews Improvement
Performance

HR
Operations Design Conduct
Performance Create, Develop & Manage
(Tier 2)
Processes & Tools Refresh Objectives
Performance
Reviews
Competencies

HR
Operations Manage Probation
(Tier 1) Period

Line
manager Create & Manage Conduct Manage
Create, Develop &
Development Performance Performance
Manage Poor
Performance
Manage Probation
Period
Refresh Objectives
Plans Reviews Improvement

Employee
Create, Develop &
Manage
Performance
Refresh Objectives
Improvement

Business
leaders
Create, Develop &
Refresh Objectives

Profession
s/
Functions Create, Develop &
Refresh Objectives

26
Level 3 process splits (RACI)
HR5 Managing the workforce (3/10)

Absence, Health & Wellbeing

Level 2 Level 3 Level 4 Process Name RACI

R C C
Develop Employee Wellbeing Initiatives C R2) I I I
A I I
R
Manage Leave of Absence R4) R
A
R
Manage/Record Short Term Sickness I R
A
R
HR5 Manage/Record Long Term Sickness Absence I R R I
Absence, Health & A
Managing the
Wellbeing C5) A
workforce Administer Occupational Health Referral C5) C R3)
I R
R
Manage Return to Work R C
A
R
Administer Leave I R
A
R
Manage Flexible Working I R R
A
1)  ‘Other’ support may include external occupational health providers, employee assistance programme external providers, etc.
2)  CoE will be responsible for developing wellbeing initiatives; however HR Operations may be involved in implementation on a local level. Responsibility for
implementation may lie with CoE (for special projects/initiatives) or HR Operations.
3)  OHS responsibility for developing an external occupational health report (if applicable).
4)  Where HR Operations need to collect, validate or produce documentation before processing the request, they will be a responsible party. 27

5)  The HRBP, Line Manager or Employee may initiate the request.
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Change Employee Status •  Create Position •  Collect Payroll Data
•  Change Work Schedules •  Update Position •  Process Payroll

HR5 Managing the workforce (4/10) • 

• 
Close Position
Change Employment
Status
• 

• 
Record Employee
Time Data
Manage Casework
•  Change Work •  Voluntary Leaving

Absence, Health & Wellbeing

Schedules •  Involuntary Exits
•  Manage Personnel •  Manage Death in
• 
Files
Manage Off-Cycle • 
Service
Administer

HR5-02:Absence, Health and Wellbeing

Compensation Promotion,
Changes & Demotion & Lateral
One Time Payments Moves
COE Develop Employee
Wellbeing
Initiatives

HRBP

HR Develop Employee Administer
Operations Manage Leave of Record Long Term Occupational Manage Flexible
Wellbeing
Absence Sickness Absence
(Tier 2)
Initiatives Health Referral Working

HR
Operations Manage Return to
(Tier 1) Work

Line Administer
manager Manage Leave of Record Short Term Record Long Term Manage Return to Manage Flexible
Occupational Administer Leave
Absence Sickness Sickness Absence
Health Referral Work Working

Employee
Manage Flexible
Manage Leave of
Absence
Record Short Term
Sickness
Record Long Term
Sickness Absence
Administer Leave Working

Business
leaders

Other Administer
Occupational
Health Referral

28
Outputs
Level 3 process splits (RACI)
HR5 Managing the workforce (5/10)

Employee Changes

Level 2 Level 3 Level 4 Process Name RACI

R1)
Change Employee Personal Data R1) I2)
A
R3)
Change Work Schedules R3) C
A
Administer Promotion, Demotion and Lateral R
C4) R3) C I
Moves A
HR5
R3)
Managing the Employee Changes Change Employment Status C4) R3) I
A
workforce
A5) A5) A5) A5)
Administer Mass Data Changes R I
C C C C
R6) R6)
Manage Personnel Files
A A
C
Manage Political Activity & Appointments R R C R A
I
1)  Depending on the type of employee personal data change, either HR Operations Tier 1 or employees will be responsible for making the change. For example, the employee should be
accountable for changing their bank details or address as these activities would be completed on self-service and should not require approval; whilst for change of name HR Operations
should view a certificate confirming name change and approve appropriately.
2)  External vendors will be informed appropriately of relevant employee changes where no integration between HCM system and external parties’ systems exist and where there is an impact,
for example on payroll, pensions, benefits, etc.
3)  Whilst the line manager will be responsible for the change, HR Operations may be responsible for confirming and modifying data/executing as appropriate.
4)  HRBPs will be consulted only where necessary.
5)  Accountability depends on request initiator. There will be only one accountable party on any one occasion.
6)  Either Tier 1 or Tier 2 will be responsible and accountable depending on the nature. 29
 Process touch-points/interactions
Inputs Outputs
Inputs Outputs
Level 3 process maps •  Manage New Hire •  Manage Relocation •  Manage Annual •  Close Position
•  Create Position •  Manage Start of Compensation Review •  Update Position

HR5 Managing the workforce (6/10) • 

• 
Update Position
Manage
Performance
• 
Loans
Manage
Secondments
•  Manage Off-Cycle
Compensation
Changes & One Time
• 

• 
Record Short-Term
Sickness
Record Long Term
Improvement •  Manage Payments Sickness Absence
•  Manage Leave of Organisational •  Create/Edit Job •  Manage Voluntary
Employee Changes Absence Structures Description Exit
•  Manage Return to
Work
•  Manage Promotions,
Demotions and
• 
• 
Collect Payroll Data
Manage Pension,
•  Manage
Involuntary Exit
Analyse and Lateral Moves Benefit Enrol. & Manage
HR5-03: Employee Changes
•  • 
Evaluate Jobs Amendments Redundancy

COE
Administer Mass Data
Changes

HRBP
Administer Mass Data
Changes

HR
Operations Administer Mass Data Manage Personnel
(Tier 2) Changes Files

HR Administer Manage Political

Operations Change Employee Change Work Change Employment Manage Personnel
Promotion, Demotion, Files Activity &
(Tier 1) Personal Data Schedules
Lateral Moves
Status
Appointments

Line
Administer Manage Political
Manager Change Work Change Employment Administer Mass Data
Schedules
Promotion, Demotion,
Lateral Moves
Status Changes Activity &
Appointments

Employee
Change Employee
Personal Data
Manage Political
Activity &
Appointments

Business
Leaders Manage Political
Administer Mass Data
Activity &
Changes
Appointments

Other

30
Level 3 process splits (RACI)
HR5 Managing the workforce (7/10)

Global Mobility

Level 2 Level 3 Level 4 Process Name RACI

A
Manage Start of Loans C1) C R R C C
R
A
Extend Loans C1) C R R C
R
A
Manage End of Loans C1)
R
A
Manage Secondments C C R R C
R
A
HR5 Manage Loan/Secondment Changes C R R C
R
Managing the Global Mobility
workforce A
Manage Relocation C I I I R C
R
A R
Request/Renew Work Permit/VISA I I C
R C
A C
Manage TUPE and COSoP C R C C
R I
A
OGD Transfer C R R I
R
C C
Manage Reserve Commitments A R
I I
31
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Design Talent Processes, Tools &
Schemes
• 
• 
Change Employee Work Data
Change Work Schedules

HR5 Managing the workforce (8/10) • 

• 
• 
Conduct Talent Review & Identify Talent
Design Compensation Plans
Conduct Talent Review & Identify Talent
• 

• 
Manage Pension, Benefit Enrolment &
Amendments
Change Employee Personal Data
•  Collect Payroll Data
•  Process Payroll
Global Mobility • 
• 
Manage Annual Compensation Review
Notify Employee of Compensation
•  Manage Off-Cycle Compensation
Changes & One-Time Payments
HR5-04: Global Mobility
COE Manage Loan/
Manage Start of Manage End of Manage Manage TUPE and Manage Reserve
Extend Loans Secondment COSoP Commitments
Loans Loans Secondments
Changes

HRBP

HR
Operations
(Tier 2)

HR Manage Loan/
Operations Manage Start of Manage Request/Renew Manage TUPE and Manage Reserve
Extend Loans Manage Relocation Secondment OGD Transfer
(Tier 1) Loans Secondments Work Permit/VISA COSoP Commitments
Changes

Line Manage Loan/

Manager Manage
Manage Start of Secondment OGD Transfer
Extend Loans Secondments
Loans Changes

Employee

Request/Renew
Manage Relocation OGD Transfer
Work Permit/VISA

Business
Leaders

Other

32
Level 3 process splits (RACI)
HR5 Managing the workforce (9/10)

Conduct and Discipline

Level 2 Level 3 Level 4 Process Name RACI

R2) R
Manage Casework R R1) I3) C3)
HR5 C3) A
Conduct and
Managing the R4) R4)
Discipline Manage Formal Whistleblowing
workforce C C R R4) R4) C A
Arrangements
I C

1)  Employees may be accountable, rather than the Line Manager, where they have raised the query or complaint.
2)  Where the Line Manager is responsible and accountable for Grievances, with the HRBP being consulted; the HRBP will additionally be responsible for Discipline cases.
3)  HRBPs may be responsible and/or consulted about any severe/potentially damaging cases to the organisation. Business leaders may also be informed in such situations. In addition other
parties such as Trade Unions and mediators can be consulted by the employees.
4)  Employees, Line Managers and Business Leaders where highlighted as ‘R’ are responsible for reporting the issue. The Civil Service Commission is ultimately accountable and responsible for
receiving and resolving a whistleblowing issue.
Note: Line Manager may refer to ‘Investigating Manager’ and/or ‘Appeal Manager’.
33
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps • 
• 
Conduct Performance Reviews
Notify Employee of Compensation
• 
• 
Manage Involuntary Exit
Manage Poor Performance

HR5 Managing the workforce (10/10) • 

• 
• 
Manage Return to Work
Record Short Term Sickness
Record Long Term Sickness Absence
•  Manage Personnel Files

•  Manage Poor Performance

• 
Conduct and Discipline

HR5-08: Conduct and Discipline
COE

HRBP Manage Manage Manage
Casework: Casework: Casework:
Grievances Discipline Appeals

HR Manage Manage Manage Manage Formal

Operations Casework: Casework: Casework: Whistleblowing
(Tier 2)
Grievances Discipline Appeals Arrangements

HR
Operations
(Tier 1)

Line
Manager Manage Manage Manage Manage Formal
Casework: Casework: Casework: Whistleblowing
Grievances Discipline Appeals Arrangements

Employee
Manage Manage Manage Manage Formal
Casework: Casework: Casework: Whistleblowing
Grievances Discipline Appeals Arrangements

Business
Leaders Manage Formal
Whistleblowing
Arrangements

Other
Manage Formal
Whistleblowing
Arrangements

34


HR6 Rewarding the Workforce

35
Level 3 process splits (RACI)
HR6 Rewarding the workforce (1/2)

Rewarding the workforce

Level 2 Level 3 Level 4 Process Name RACI
R
Gather Industry Comp Comparisons R1) C
A
R
Design Compensation Plans I C C C
A
R
Analyse & Evaluate Jobs R R C
A
Manage R
Manage Annual Compensation Review R R R I
Compensation A
R
Notify Employee of Compensation C R I
A
HR6
Rewarding the R
Manage Allowances I C R C I
Workforce A
Manage Off Cycle Compensation Changes & R
C C R I
One time Payments A
R
Gather Industry Benefit Comparisons R
A
Design Benefits Processes, Tools & R
C C C
Manage Benefits Programmes A
Manage Pension, Benefit Enrolment & R
R R
Amendments A
Process Benefit Costs A R
36
1)  Responsible for reporting and analytics including gathering compensation data
 Process touch-points/interactions
Inputs Outputs
Level 3 process maps • 
• 
Develop Reward Strategy
Develop Policies & Procedures
Manage Collective
Agreements
•  Manage job offer
withdrawals /

HR6 Rewarding the workforce (2/2) • 

• 
• 
Develop Engagement Strategy
Engage & Consult Unions
Develop Performance Strategy
Develop Resourcing
Strategy
Manage Payroll
Candidate withdrawals
•  Manage Statutory &
Parliamentary
•  Develop Resourcing Strategy Manage Time Reporting
•  OGD Transfers Manage Continuous •  Receive & Resolve HR
Rewarding the workforce • 
• 
Manage Secondments
Manage Relocation
Improvement
Offer & Contract
Queries

xx
HR6-01&02: Manage Compensation & Benefits
•  Manage Job Offer / Contract Management

COE Gather Industry Design Manage Annual Gather Industry Design Benefits
Analyse & Process Benefit
Comp Compensation Compensation Benefit Processes, Tools &
Evaluate Jobs Costs
Comparisons Plans review Comparisons Programmes

HRBP Manage Annual

Analyse &
Compensation
Evaluate Jobs
Review

HR Gather Industry Manage Annual Gather Industry Manage Pension,

Operations Analyse & Notify Employee of Manage Process Benefit
Comp Compensation Benefit Benefit Enrolment
(Tier 2) Evaluate Jobs Compensation Allowances Costs
Comparisons Review Comparisons & Amendments

HR Manage Off Cycle Manage Pension,

Operations Compensation Benefit Enrolment
(Tier 1) Changes & One time
& Amendments
Payments

Manage Annual Notify Employee of Manage Off Cycle

Line Manage Compensation
Compensation Compensation
Managers Allowances Changes & One time
Review Payments

Professions
/Functions

Employees
Manage Pension,
Benefit Enrolment
& Amendments

Other

37


HR7 Leaving Work

38
Level 3 process splits (RACI)
HR7 Leaving Work (1/2)

Leaving Work
Level 2 Level 3 Level 4 Process Name RACI

Manage Voluntary Leaving C R R C

Manage Formal Voluntary Exits R1) I C1) R R C A

R2) R2)
Manage Involuntary Exit I I R C
A A
A
Manage Redundancy C I R R C C C3)
C
HR7 R4)
Exiting Manage Outside Business Appointments C5) R R5)
Leaving Work A
R
Conduct Exit Interview & Communications R I I
A
Manage Exit Compliance R A I6)
R
Manage Death In Service C R I
A
A R
Manage Redeployment R I
C A
1)  HR Leadership is ‘Responsible’ at a strategic level; a CoE is ‘Responsible’ for designing and implementing standards and frameworks. This process focusses specifically on managing the process.
2)  Line Manager or HRBP can initiate this process therefore either of these parties can have responsibility or accountability for the process depending on who the initiator is in any particular circumstance. For the
avoidance of doubt, there will only be one accountable party on any one occasion.
3)  ‘Other’ is the Civil Service Commission in this process
4)  Includes former Ministers / most senior members of civil service, armed forces, diplomatic services and intelligence agencies, who wish to take up appointments within two years of leaving Crown service.
5)  “Other” is the Advisory Committee on Business Appointments (ACOBA): advisory non-departmental public body, sponsored by the Cabinet Office. At SCS 2 and below level, an HRBP will decide whether to escalate
application to a Permanent Secretary. At SCS 3 and above, the application will go directly to ACOBA and the Prime Minister. 39
6)  Including IT, Security, Facilities etc
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Develop HR Strategy & Governance
Develop Performance Strategy
•  Change Employment
Status
•  Update Learning
•  Curriculum

HR7 Leaving Work (2/2) • 

• 
• 
Develop Reward Strategy
Manage Organisational Structures
Manage Job / Job Families
•  Manage Job / Job
Families
•  Create Position
•  Understand Legal &
Reg. Environment
•  Manage Grievance and
Leaving Work • 
• 
Manage Locations
Manage Continuous Improvement
•  Update & Close
position
Dispute
•  Develop Change Mgt.
•  Manage Grievance and Dispute •  Design Recruitment
Frameworks
•  Strategic Workforce Planning Processes, Tools &
•  Provide HR Insights &
HR7-01: Exiting •  Develop Engagement Strategy Programmes
Analytics
•  Design Learning
Processes, Tools &
HR
Programmes
Leadership

COE

HRBP Conduct Exit

Manage Manage Manage
Interview &
Involuntary Exit redundancy Redeployment
Communications

HR Manging Managing Conduct Exit

Operations Manage Manage Manage Death Manage
voluntary formal voluntary Interview &
(Tier 2) Involuntary Exit redundancy in Service Redeployment
leaving exits Communications

HR Manage Exit
Operations
(Tier 1)
Compliance

Managing Managing Manage

Line Manage Manage Manage Death
voluntary formal voluntary in Service Redeployment
Managers Involuntary Exit redundancy
leaving exits

Professions
/Functions

Employee Manage Outside

Manage Exit
Business
Compliance
Appointments

Business Managing Manage Outside

leaders
formal voluntary Business
exits Appointments

Other
Manage Outside
Business 40
Appointments


HR8 Managing Service

41
Level 3 process splits (RACI)
HR8 Managing Service (1/7)

Manage Reporting

Level 2 Level 3 Level 4 Process Name RACI

R1)
Manage Statutory & Parliamentary Reporting
A
Maintain/Update Report Catalogue & R1)
HR8 Manage Schedule A
Managing Reporting
Service R
Manage Ad-Hoc Reporting Requests
A
R
Manage Regulatory Compliance R R R R
A

1)  May be a Service Support role

42
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps • 
• 
Strategic Workforce Planning
Provide HR Insights and Analytics
• 
• 
Strategic Workforce Planning
Provide HR Insights and Analytics

HR8 Managing Service (2/7) • 

• 
Business Supply & Demand Capture
Manage Political Activity and
Appointments
• 
• 
Input to Business Planning
Develop Diversity & Inclusion Strategy

Manage Reporting
HR8-01: Manage Reporting
HR Manage
Leadership Regulatory
Compliance

COE

HRBP

HR Maintain/Update Manage Ad Hoc Manage

Operations Manage Statutory
Report Catalogue Reporting Regulatory
(Tier 2) Reporting
& Schedule Requests Compliance

HR Manage
Operations Regulatory
(Tier 1) Compliance

Line
Manager

Employee

Business Manage
Leaders Regulatory
Compliance

Professions
Manage
/ Functions
Regulatory
Compliance 43
Level 3 process splits (RACI)
HR8 Managing Service (3/7)

Manage Employee Contact

Level 2 Level 3 Level 4 Process Name RACI

R
Receive & Resolve HR Queries I I
HR8 Manage Manage Employee A
Service Contact R
Manage Escalations/Exceptions C C R I I
A

Manage Data & Knowledge Management

Level 2 Level 3 Level 4 Process Name RACI

Manage Data &

HR8 Manage
Knowledge Manage HR Information & Knowledge A C R1) I
Service
Management

1)  May be a Service Support role

44
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Query raised
(all process areas)
• 
• 
Manage HR Information & Knowledge
Manage Employee Complaints

HR8 Managing Service (4/7) •  Manage Customer Satisfaction Survey

Manage Employee Contact

HR8-02: Manage Employee Contact
COE

HRBP

HR Manage
Operations Escalation/
(Tier 2) Exceptions

HR
Manage
Operations Receive & Resolve
Escalation/
(Tier 1) HR Queries
Exceptions

Line
Manager

Employee

Business
Leaders

Other

45
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Develop Policies and
Procedures
•  Design Performance
Processes & Tools
•  Develop Policies and
Procedures
•  Design
Performance

HR8 Managing Service (5/7) •  Design Recruitment

Processes, Tools and
Programmes
• 

• 
Develop Employee
Wellbeing Initiatives
Design Engagement
•  Design Recruitment
Processes, Tools and
Programmes
• 
Processes & Tools
Develop Employee
Wellbeing
•  Design Talent Process, Tools & •  Design Talent Initiatives
Processes, Tools and Programmes Processes, Tools and •  Design
Manage Data & Knowledge Management • 
Schemes
Design Learning • 
Schemes
Design Learning
Engagement
Process, Tools &
Processes, Tools & Processes, Tools & Programmes
Programmes Programmes
HR8-03: Manage Data & Knowledge Management
COE
Manage HR
Information &
Knowledge

HRBP

HR
Manage HR
Operations
Information &
(Tier 2)
Knowledge

HR
Operations
(Tier 1)

Line
Manager

Employee

Business
Leaders

Other

46
Level 3 process splits (RACI)
HR8 Managing Service (6/7)

Manage Service

Level 2 Level 3 Level 4 Process Name RACI

R1)
2)
Manage Continuous Improvement R2) R2) I
A
/I
R1)
Manage Employee Complaints R C C R
A
R1)
Manage Customer Satisfaction Survey R I
A
R1)
Manage Service Change Request C C I
HR8 Manage /I
Manage Service
Service
R1)
Maintain Systems & Configuration
A
R1)
Manage Critical Issue Resolution A I I
/I
A
Manage Vendors (Operational Mgt) C C R1)
C

Manage Projects/Change Activity A C C I I

1)  May be a Service Support role

2)  HRBP, CoE or HR Operations may initiate this process therefore any of these parties can have responsibility for the process depending on who the initiator is in any particular circumstance. 47
For the avoidance of doubt, there will only be one accountable party on any one occasion.
 Process touch-points/interactions

Inputs Outputs
Level 3 process maps •  Strategic Workforce Planning •  Design Learning Processes, Tools &

HR8 Managing Service (7/7)

•  Provide HR Insights & Analytics Programmes
•  Develop Vendor Procurement & •  Manage Data & Knowledge Management
Relationship •  Develop Vendor Procurement &
•  Business Supply & Demand Capture Relationship

Manage Service
HR8-04: Manage Service
COE
Manage
Continuous
Improvement

HRBP
Manage
Continuous
Improvement

HR Manage
Operations Manage Employee Manage Customer Manage Service Manage Systems Critical Issue
Continuous Satisfaction Manage Vendors
(Tier 2) Complaints Change Request & Configuration Resolution
Improvement Survey

HR
Operations
(Tier 1)

Line
Manager
Inputs Outputs

Employee
Manage Customer
Manage Employee Satisfaction
Complaints
Survey

Business
Leaders
Manage Vendors

HR
Leadership Manage Employee Manage Projects /
Complaints Change Activity

48


Please see Global HR Process Taxonomy
for definitions

49