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Making the Business Case "Whether you outsource it, or insource it or joint venture it, it's a whole transformation taking place and I think that is what is so exciting for the HR profession." Peter Whalley 1. Why it is important to establish a clear business case for moving to an HR shared services model , the role of stakeholders and other decision makers in determining the case for shared services. 2. How the issues were resolved at BP Exploration and Shell International and the guiding principles that emerge, particularly for linking any decision to business strategy. 3. How to identify the different types of potential business benefits. 4. The cost reduction case for shared services, the opportunity to achieve increased efficiency and better use of resources including cost saving, process streamlining, standardization and automation. 5. The scope for improved customer service and the opportunity for customer to become more actively involved in specifying and managing services they receive. 6. How to evaluate the business benefits from improving the operation of HR through shared services including reduced costs and improved focus on strategic HR as well as the status and morale of back-office service providers. 7. When to use shared services and when to outsource, taking into account a range of cost, cultural , operational and factors. Why shared services and outsourcing do not necessarily present an either/or choice. 8. Which services to include and exclude from HR Shared Services and the criteria to apply. A summary of the most frequently included operations: payroll, pension/retirement plans, training and development, other employee benefits, outplacement services and counselling. 9. How shared services can help to reposition HR within the organization, in particular, the opportunity to liberate HR to devote more time to supporting the business in attaining its strategic goals. If you are a subscriber, click here to read the full briefing. Click here to find out how to subscribe. |
