Create a seamless people experience for employees

Reference no: EM133491467

Recruiting Exercise: Expansion of HR Operations services to Drive Strategic Impact

At Uber, we build with heart. Our goal is to create a seamless people experience for employees in moments that matter, enabling them to positively impact the business. We support all global and regional HR policies, processes, systems and employee programs from hire to retire. Currently, employees don't know where to look for HR answers.

We are committed to enable our employees by creating a self service environment where they can find the answers. We will use exercises that replicate the work we do and the problems we solve, as part of the hiring process for every position at Uber.

#1: Enabling Self Service & reducing response time

The operation team is critical to P&P (people & places) service delivery. One of our key areas of focus is supporting our employees with all their basic questions. Although we have robust HR content, employees do not go to find the answers and we still consistently receive a high volume of questions from employees. Please consider the following:

• Provide recommendations on how we can potentially reduce the number. of employee questions (leveraging on processes, tools, intranet, etc).

• Our goal is to respond to employee questions within 24 hours. While we strive to respond to all questions within 48 hours turnaround time, the cases take on an average 96 hours to get resolved. In your experience, what are some ways we can better equip our team to address these queries faster.

#2: Measuring Team productivity to scale operations
- Data-Driven Approach

Our current US&C employee population is 10,502 . We have 7 coordinators supporting the region, resolving ~8000 tickets a year taking approximately 96 hours to resolve cases. Besides, answering employee questions, the coordinators support projects, local compliance work and local programs. All team members do tickets, BAU work and support projects. Please use this data to answer the questions below:

• Some amount of productivity can be measured by considering the number of tickets resolved in a given time period. Since the HR coordinators do more than tickets as part of their job description, what are some of the levers you can propose to measure coordinator productivity?

• Is the team staffed appropriately to support 10,502 employees? If not, propose a staffing model that will support US&C population, resolving ~8000 tickets within the SLA of 24 hours. This includes time taken to do projects and other compliance work. Propose ideas on how work can be scaled without investing in resources

Reference no: EM133491467

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