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Culture and People Issues "The best practice is to communicate early and often." Andrew Muras Executive Summary 1. How to assess the change management challenge involved in introducing a shared service operation for different communities: staff who move as well as other employees in the organization. 2. The importance of developing a communications plan. 3. Why HR should make use of a range of formal and informal methods for two-way communications. This should include tapping into the corporate grapevine and rumor mill so that actual feelings and opinions can be understood and managed. 4. How to segment the audience for communications and the different types of information and messages that are appropriate for each group. 5. Steps that will help to retain the staff that the HR department wants to keep and the importance of making sure that individuals understand what will be in the move to shared services for them personally. This applies particularly to those identified as the most talented. 6. There is an exceptional opportunity in recruiting new staff for the shared services center to specify the kinds of competencies and qualities that are needed, in particular customer service capabilities. 7. There will need to be a strong emphasis on training, particularly with the launch of the shared services operation. HR needs to define carefully the demands that will be placed on staff and how best to equip them to operate in the new environment. 8. Measures to address job satisfaction and career development requirements should be built into the management of the shared services center. If you are a subscriber, click here to read the full briefing. Click here to find out how to subscribe. |
