Abstract
“The next evolution is the tracking and redirecting of people through
self service channels” Steve Joyce, HR practice leader,The Hackett Group.
Next-generation HR Shared Services reveals the key to developing the
full potential of HR shared services in the context of the changing role of HR
and the drive for greater corporate effectiveness. Whether you are planning to
introduce shared services, or extend the scope and range of your current HR
shared services operations, this Report provides you with the practical advice
and useful tips to make a success of your initiative.
Discover how high-achieving HR shared services are successful not just in
terms of cost savings and service improvement but also in making better use of
HR resources to improve business performance. The Report distils the valuable
lessons HR shared services practitioners have learnt.
- Find out how leading companies including Eastern Health Services, Keybank,
Procter & Gamble, Scotiabank, Surrey County Council, Statoil and Sun
Microsystems achieve superior results.
- Benefit from expert advice on planning and implementation from experts at
Atos Origin, Deloitte, the Hackett Group, In Partnership UK, Metavec,
PricewaterhouseCoopers and Watson Wyatt Worldwide
- Adapt smart practices identified in Next-generation HR Shared Services to
develop and constantly improve the value of HR shared services.
Key Questions Answered
Next-generation HR Shared Services provides answers to many of the most
frequently posed questions about shared services:
- What are the respective merits and benefits of outsourcing and shared
services?
- How big a change management task can you expect in introducing shared
services?
- How do you win over key stakeholders in a shared services initiative?
- What should be transferred to shared services and what criteria influence
the decision?
- What are the best ways of developing a customerservice culture?
- Is it best for shared services be operated on a commercial or overhead
basis?
- How do you overcome resistance from business and HR to the introduction of
shared services?
- In what ways can information and communications technologies improve the
effectiveness of shared services?
- How do you keep senior management engaged?
- Should you recruit new blood or draw on the skills of existing HR staff?
- How do you decided whether shared service centres should be local,
regional or global?
- Are lower costs or higher service the real litmus tests of success?
- How can you keep evolving the shared services model once it is up and
running?
- How can we plan for the next phase in the development of HR shared
services?
Table of Contents
Chapter 1: The Origins of Shared Services
- Introduction: The Path to Shared Services
- Outsourcing and Corporate Branding
- The Birth of Shared Services
- Empirical Evidence of Shared Services Succes
- Selecting HR Processes for Shared Service Centres
- The Drive for HR Service Improvement
- How to Use this Report
- Ten Steps to Creating an Effective Shared Services Centre
Chapter 2: Making the Business Case for Shared Services
- Introduction: Balancing Benefits Against Risks
- Reasons for Implementing Shared Services
- The Business Case for Cost Reduction
- The Business Case for Service Improvement
- The Business Case for Risk Management and Mitigation
- Shared Services and Globalization
- Shared Services and Acquisitions
- Benefits from Repositioning the HR Organization
- Self-Assessment Checklist
Chapter 3: Scoping Shared Services and Creating a Robust Plan
- Introduction: Getting the Measure of the Task
- Creating a Path from Business Needs and Strategy to Implementation
- The Importance of Senior Management Buy-in
- Gaining Buy-in at all Levels of the Organization
- Finding Staff with the Right Combination of Capabilities and Competencies
- Teamworking
- Information Technology
- Location: Where to Locate the Shared Services Operation
Chapter 4: Integration into the HR Delivery Model
- Processes Under the Spotlight
- HR and Value Adding Processes
- Shared Services and Centres of Expertise
- Criteria for Migrating Processes
- Shared Services and the Wider HR Delivery Model
- HR shared services as an equal partner
- Shared Services and Business Partnering
- Taking Shared Services out of HR
- Outsourcing
Chapter 5: Aligning HR Shared Services with Customer Needs
- Charging for HR Shared Services
- Survey evidence on charging
- Performance Measurement
- Service level agreements
- Governance Boards
- Recognition as a performance lever
- Smarter approaches to performance management
Chapter 6: Culture and People Issues
- Introduction: Defining Culture
- How to ensure culture is aligned with strategy
- Culture: The HR Challenge
- Cultural Resistance
- The role of communications
- The Dangers of Not Recognizing the Change Challenge
- How to Develop and Sustain an Execution Culture
- Overcoming Resistance from the Business
- Overcoming Resistance from HR
- Shared Services and Business Partnering
Chapter 7: The Future for Shared Services
- The Prospects for HR Offshoring
- Moving Shred Services up the Value Chain
- Shared Services Heading for Obsolescence
- Multi-functional Centres
- Moving Administrative HR into Another Function
- New Functional Configurations for the Knowledge Era
- Shared Services and the Wider HR Delivery Model
- Virtualization
- Self Service
- Shared Services: The Next Chapter
- Critical Success Factors
In-depth Case Studies
- Eastern Health Shared Services (EHSS)
- KeyBank
- Procter & Gamble
- Scotiabank
- Statoil
- Sun Microsystems
- Surrey County Council
|
