Contents

Author Profile

Acknowledgements

Overview:From Outsourcing to Insourcing:the development of the shared services concept

Executive Summary
The move to outsourcing and the birth of shared services
    Developing the outsourcing concept
Outsourcing HR Services
The core and non-core services debate
Shared Services as an alternative to outsourcing
From cost to value: developing a customer-service ethic
The report: remit and recommendations
    A roadmap for success
    The main issues addressed in the report
Case Studies: Best practice lessons and advice
    Eastern Health Shared Services
    Procter&Gamble
    Standard Chartered Bank
    Sun Microsystems
    Scotiabank
Realizing the Potential of Shared Services
Ten steps to creating an effective shared services centre
    Win management support
    Plan for success
    Design for efficiency and service
    Communicate and consult
    Build strong staff resources
    Create a services culture
    Draw on your e-hr strengths
    Set the right goals
    Apply the right measures
    Drive the process forward

Section 1:Making the Business Case

Executive Summary
Establishing the business basis for shared services
    When to choose shared services
Making the case:identifying the business benefits
    Cost saving potential
    Alcoa Inc case report
    Increased efficiency plus improved customer service
Making the case: The benefits to the HR function
    Eastern Health Shared Services case report
Key options:When to use shared services and when to outsource
    Standard Chartered Bank case report
Key options: which services to include and exclude
    How companies balance the options
How shared services can help to reposition HR
Self-assessment checklist

Section 2: Creating a Robust Plan

Executive Summary
The principles of sound planning for HR Shared Services
Gaining buy-in at all levels of the organization
    Eastern Health Shared Services case report
People-combining the right skills and capabilities
    Standard Chartered Bank case report
Costing, valuing and redesigning processes
    Procter&Gamble case report
Teams-for knowledge sharing and problem solving
    Sun Microsystems case report
    Scotiabank case report
Information technology
    Telecommunications equipment manufacturer case report
    Web-based or virtual shared services delivery
    Scotiabank case report
    The next wave for shared services development
Self-assessment checklist

Section 3: Evaluating and Re-engineering Processes

Executive Summary
Avoiding the technology trap
Identifying core and non-core processes
Evaluate the benefits of moving processes to a shared service centre
    Weighing the full costs of moving to shared services
    Motorola case report
Deciding whether to re-engineer prior to the move
    Sun Microsystems case report
Identifying best practice benchmarks
    Champion International case report
Establishing the geographical coverage of shared services
    Standard Chartered Bank case report
Self-assessment checklist

Section 4: Culture and People Issues

Executive Summary
The change management challenge
The need for communication strategy
    Make use of informal networks
    Procter&Gamble case report
Retaining the staff you want to keep
    Eastern Health Shared Services case report
Recruiting new talent
    Procter&Gamble case report
    Scotiabank case report
Training
    Shell people services case report
Job satisfaction and career development issues
    IBM ask HR case report
Creating a service culture
    Easter Health Shared Services case report
Self-assessment checklist

Section 5: Aligning HR Services with Customer Needs

Section 6: The Future of Shared Services

Section 7: Case Studies

Section 8: Frequently Asked Questions

References