Know before you leap

Understanding potential HR Shared Services implementation issues ahead of time can help solve them more easily or bypass them altogether


Posted by Shannon Sheckler on August 26, 2016.

Organizations continue to explore and migrate a variety of HR work to shared services models. What originally started as a way to enhance the customer (employee) experience and save costs in transactional operations is evolving into a range of services to better support globalization, a virtual workforce, and global talent strategies. Reaching HR Shared Services’ (HRSS’) potential, however, means first clearing a few hurdles along the way. In the spirit of “forewarned is forearmed,” here are five of the most common issues you may encounter when transitioning to HRSS, along with some considerations for managing them.

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HR Chargebacks: Avoiding the pitfalls, realizing the benefits

HR Chargebacks

Posted by Art Mazor and Gary Johnsen on October 30, 2014

In Part I of our discussion of HR chargebacks, we noted that chargebacks are a natural step in the evolution of HR from a purely transactional function to a strategic partner with the business. Done well, chargeback programs can offer a number of benefits — HR clarity, efficiency, cost control, and more. Done poorly, the desire to add accountability and alignment to HR costs and programs can backfire. Here in Part II, we explore some of the ways to execute chargebacks effectively.

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HR Chargebacks: An important step in HR’s journey

Businessman in Conference Room

Posted by Art Mazor and Gary Johnsen on October 23, 2014

As HR finds its seat at the business table, it faces increasing scrutiny to demonstrate, like its counterparts around that table, how HR contributes to the business strategy and objectives.This scrutiny is good for HR in that it moves the function further from a purely transactional cost center to a strategic business partner. It also forces HR to be more accountable for how it manages the business of HR and aligns the cost of its operations and programs to business objectives. A chargeback process is a common “go to” approach for providing visibility into internal or shared costs and increasing accountability for cost management, yet can bring a mixture of benefits and pitfalls if not designed and implemented properly.

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Meeting the Globalization Challenge

Insights from the HR Shared Services Executive Retreat

Superman Myth

Posted by Art Mazor

Recently at the HR Shared Services Executive Retreat, we discussed globalizing HR service delivery and how companies are approaching the challenges inherent to delivering HR services globally. A natural tendency is to begin by thinking that globalization is about trying to decrease or minimize differences in how services are delivered. The initial idea is often that the only way to deliver shared services in HR is to have everyone operating from common policies, technology, and data. Eventually, however, particularly in large, global organizations, it becomes clear that achieving so much standardization is not only hard, but also not necessary or even desirable. We also discussed how to deploy different types of HR shared services capabilities to support and enable the way organizations need to work globally.

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New Rules for New Tools

Live from the HR Shared Services Executive Retreat

New Rules for New Tools

Posted by Marc Solow on July 30, 2013

In many organizations, HR has been one of the earliest adopters of cloud and Software as a Service (SaaS) solutions as an alternative to traditional ERP or home-grown on-premises systems. Our first panel discussion today at the HR Shared Services Executive Retreat, New Rules for New Tools, features perspectives from both users and a provider of SaaS technology.

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Shared Services: A Look Before You Leap (or Step)

Shared Services
Posted by Jim Scully on July 1, 2013

We’re about 18 years into the use of shared services to streamline and add efficiency and cost-effectiveness to the delivery of HR services. Back then, shared services organizations (SSOs) were made possible by the technological leap from real-time mainframe computing to the now-familiar client-server environment, as the new technology enabled efficient centralization of information processes. Now, in the next giant leap, client-server technology is being uprooted by cloud solutions and the software-as-a-service (SaaS) phenomenon. This latest disruption presents some interesting implications for shared services.

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Peeking Ahead: HR Service Delivery in 2015

Peeking Ahead: HR Service Delivery in 2015Posted by Dan Sundt on October 25, 2011

My topic today at Workday Rising 2011, presented with clients from CareFusion and Applied Materials, is how Workday enables a variety of HR service delivery models, with particular emphasis on shared services and outsourcing. Also being discussed are some of lessons learned by CareFusion and Applied Materials from their implementations and operating a HR Service Delivery model that is enabled by Workday.

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HR Shared Services & Outsourcing: Boldly Going Where They’ve Never Gone Before…A New Future State

HR Shared Services & Outsourcing: Boldly Going Where They've Never Gone Before… A New Future StatePosted by Arthur Mazor

There was a time when simply deploying a shared services model or outsourcing some parts of HR meant your organization was on the leading edge of HR efficiency, effectiveness and compliance. Today that’s not the case. HR shared services and outsourcing are evolving beyond administrative and foundational HR functions (compensation, benefits, employee data, job changes and the like) to encompass even greater-value services, such as workforce analytics, succession planning and employee relations. This new future state ups the ante on shared services or outsourcing arrangements, making them capable of delivering increased strategic value and having greater business impact.

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Global Business Driven HR Transformation: The Journey Continues

Global Business Driven HR TransformationPosted by Jason Geller and Arthur H. Mazor on December 12, 2011

You can turn to the TV talking heads to hear opinions about the future. Or you can turn to the people in the trenches for an informed view of what really lies down the track.

These words introduce our new book on global HR Transformation and help explain why we created it. Our global HR Transformation consulting practitioners have amassed a unique perspective on the continuing journey to achieve Business Driven HR and address the major challenges organizations face globally larger issues and trends.Most every organization with which we collaborate can share stories about their place along the HR Transformation journey. The strategies we’ve pulled together are grounded in a set of key business imperatives, including:

  • Growth
  • Globalization and Emerging Markets
  • Cost Pressure
  • Talent
  • Innovation
  • Emerging Technologies
  • Mergers & Acquisitions
  • Risk & Compliance

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