From Outsourcing to Insourcing: the development of the shared service concept
This briefing charts the evolution of shared services because of cost factors and other business drivers. Examples of companies that moved from outsourcing to developing a shared services concept include Pacific Bell, Alcoa, Ford and General Electric. It also describes what BP Exploration achieved through its experience of outsourcing its accountancy operations and next its HR services.  The overview concludes with a ten-step guide to creating an effective shared services center. (5799 words)

Making the Business Case for HR Shared Services
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, including examples from BP Exploration and Shell International. (5265 words)

Creating a robust plan for HR shared services
This briefing covers the elements to be included in a plan to move to HR shared services, starting with an explicit statement of business and strategic benefits identified through the business case process including: senior management sponsorship, buy-in from the organization, the right skills and competencies to deliver HR shared services, effective teamwork and the right information technology systems and software. It describes how to gain buy-in from operational managers and the role of contractual agreements. (5668 words)

Evaluating and Re-engineering Processes
Why it is essential to start with processes - companies reporting the worst results with shared services installed new systems without first solving the problem of how they would redesign their processes. (4686 words)

Culture and People Issues
Setting up a shared services facility is an exercise in change management, and an important aspect of this is to communicate and consult with its key stakeholders. Most important of these are staff - those that will stay, those that will move and those that will go. (6442 words)

Aligning HR Services with Customer Needs
To deliver value to the business, HR shared services need to adopt a customer focus from day one. How to establish a thorough understanding of the needs of different customer groups, including an example from Champion International which adopted a rigorous approach to researching customer needs and developing a strategic plan for each group followed up with regular reviews. (4135 words)

The Future of Shared Services
This briefing gives an assessment of the contribution of shared services to business so far and the extent to which organizations have managed to reap the benefits. It also discusses the scope for growth and development of the shared service concept and emphasizes the importance of reflecting the contribution and role of shared services at board level. (1474 words)

Sun Microsystems case study
Sun Microsystems has redesigned HR according to a four-quadrant model, of which shared services is an intrinsic element. This case study explains that for Sun Microsystems shared services means more than just a transactional operation and describes how the evolving global shared services model builds on the organization's hugely successful US-based SunDial operation. (2655 words)

Standard Chartered Bank case study
Group head of human resources Tim Miller and PK Medappa, group head, HR service delivery, Standard Chartered Bank, describe the process for creating a Shared Services Center in Chennai, India, stressing the importance of allocating high-potential HR staff to the transition process and of outstanding project management. (2476 words)

Eastern Health Shared Services case study
Eastern Health is pioneering shared services provision within the Irish Health Service. In this case study, chief officer Valerie Judge explains why imbuing pride and professionalism into the shared services staff has been critical to delivering both service excellence and cost effectiveness. (2397 words)

HR Shared Services - Frequently Asked Questions
Answers to 10 frequently asked questions: 1  What are the different benefits of outsourcing and shared services? 2  Who are the key stakeholders in HR shared services? 3  How can you turn administrators into service providers? 4  How do you hold on to your best people during the transition to shared services? 5  How do you keep senior management engaged? 6  Is it best to bring in new blood or use old hands? 7  Which are best: local, regional or global centers? 8  Is cost or service the real litmus test? 9  Where can you take it, once it is up and running? 10  Is shared services just another fad? (708 words)

Creating & Measuring Shared Service Centers & Outsourcing Arrangements
This briefing argues that both HR outsourcing and the creation of HR shared services centres are agenda items for senior management. Both approaches have become key focus areas as organizations increasingly set out to  cut costs; improve service delivery;  focus on their core competencies and  free up the time of HR professionals to focus on more 'mission-critical' work. (8162 words)