At many organizations, the “local” human resources rep isn’t local anymore. And neither are the employees. The “office” is the 30th floor in a skyscraper one day, a coffee shop the following week, and a living room with a crying baby the next. The diffusion of work from offices to digital environments has stretched HR’s ability to be helpful. Many executives recognize a gap—or chasm—between office culture and HR’s modus operandi. It begs the question Michael Scott from The Office famously asks of Toby Flenderson, Dunder Mifflin’s corporate HR rep:
Posted by Laura Poindexter on November 12, 2015.
Companies originally set up HR Shared Services (HRSS) organizations as a way to centralize, save costs, and add efficiency to routine HR processes. But as technology has advanced, many of the basic transactions (e.g., inputting and updating employee data, entering a leave request) that used to be HRSS’ bread and butter have become self-service enabled, so leaders and employees can handle them without HRSS intervention. As a result, HRSS organizations have had to think about how to reinvent themselves to remain relevant to the business—including providing services that require more complex, higher-value-added interaction with employees, such as recruiting or employee and labor relations. The focus is increasingly on serving evolving employee needs and interests in line with shifts in how people live and work today. Here are four ways HRSS is innovating with the times.