NEW REPORT

"Your HR Shared Services report is a thorough review and provides a good level of insights into experiences and future possibilities."
Karen Larwood, Executive Consultant, Atos Consulting

Guidance and Expert Advice

Drawing on this wealth of practical experience and expert advice, the Report explains how to set appropriate goals for customer service, improved HR effectiveness as well as performance improvement and culture change. Armed with this Report, you will also discover how to avoid common planning and implementation problems – especially in change management - and anticipate where the problems are likely to arise and how to deal with them.

Next-generation HR shared services puts the latest smart thinking, proven methods and techniques at your fingertips so that you can plan your next steps in your shared services journey with confidence.

The Report also shows the story behind sustained performance improvement at companies including:

• KeyBank has continued to drive efficiencies via the shared services model, reducing its 120 centre employees to 70
• RBS shared services generated £40 million in savings between 2001 and 2004 and achieves productivity benefits of about eight percent per year.

Learn from top consultants
Throughout the Report, you will find comments and advice from leading consultancies and benchmarking firms including: Atos Origin, Deloitte, the Hackett Group, In Partnership UK, Metavec and Watson Wyatt Worldwide.

How to claim improvements in customer service and other benefits
Most companies recognise that improving service is as important as reducing costs. Discover how:

• Statoil created a single point of contact and greatly improve responsiveness to manager and employee enquiries
• The Royal Bank of Scotland balances efficiency, customer service and risk to maintain a range of benefits for the business
• KeyBank capitalises on shared services to improve privacy, security and confidentiality of HR data – as well as compliance with Sarbanes-Oxley.

How to drive out the costs
The report takes you through the methods used by companies to make dramatic cuts in their costs:

• Between 1999 and 2003, Procter & Gamble reduced its HR cost base by about 20 percent and the HR headcount by a third
• Eastern Health Shared Services took 15 percent out of its operating costs
• Statoil’s HR shared services is well on its way to deliver its target of NOK 500 million (£45.5 million).