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Evaluating and Re-engineering Processes "Companies that focused only on consolidating on the organizational level, without reengineering their processes and technology, always rued the oversight," Robert Cecil, partner, by Gunn Partners Tim Miller 1. The importance of avoiding the technology trap: introducing new systems before processes have been thoroughly reviewed and where appropriate redesigned. 2. Identifying core and non-core business processes according to their strategic importance to the organization. 3. Evaluating the benefits of moving processes to a shared service environment by taking account of geography, facilities, staffing and other factors. 4. Fully costing the move to shared services, including relocation, technology, recruiting, new facilities, moving and training. 5. How Motorola evaluated and measured the impact of different HR processes as they were operated before the move to shared services and the implications of making the move. 6. Deciding whether to re-engineer processes before or after the move to the shared services center should be driven by business circumstances and priorities. The most important consideration is that the scope for streamlining and improving processes should be fully evaluated. 7. How geographically extensive the coverage of a shared service center is should be dictated by a number of factors that enable HR services to be categorized as appropriate for local, national, regional and global delivery. If you are a subscriber, click here to read the full briefing. Click here to find out how to subscribe. |
