Next-generation HR Shared Services

Table of Contents

• 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

• 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

• 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

• 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

• 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

• 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

• 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

• Eastern Health Shared Services (EHSS)
• KeyBank
• Procter & Gamble
• Scotiabank
• Statoil
• Sun Microsystems
• Surrey County Council