Transforming HR: How to Get Shared Services, Outsourcing and Business Partnering to Deliver What You Want

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This specially commissioned report sets out a blueprint for the future of HR to enable you to deliver proven value to your Board, business and colleagues. In this ground-breaking report you will learn all about: how to free up HR to deliver; the role of the Business Partner; the role of the Shared Service Centre; the pros and cons of outsourcing HR; the critical factors to look for in a partner; the keys to securing the best agreement; techniques for leveraging technology.

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Ian Hunter is a highly experienced hands-on HR professional and business consultant, with acknowledged expertise in the areas of transition and programme management, outsourcing and shared service operations and design. He has held senior positions in leading international consultancies. Ian is a graduate in History and Economics (Bristol), with postgraduate masters degree in Human Resource Management and Organizational Psychology. He also has an MBA. He is a fellow of the Chartered Institute of Personnel and Development and is a qualified user of a number of psychometric assessment and development instruments. Jane Saunders is an international consultant, with significant experience in the area of HR strategy and transformation. She combines a practical expertise of operational HR delivery, with the consulting experience of shaping and delivering innovative and effective HR solutions. Jane is a graduate in Modern Languages (Oxford) with a postgraduate degree in Human Resources Management (Middlesex). She is an Associate Member of the Chartered Institute of Personnel and Development. Table of Contents INTRODUCTION THE NEW HR MODEL HR Operating Model Moving away from the old model Freeing up HR to deliver Fulfilling the roles in HR Role of the HR Business Partner What does this mean for the line manager? The role of the line manager Line management concerns Role of the HR Center of Excellence Role of the Shared Service Center Drive down SG&A (sales, general and administrative overhead) costs Create a clear relationship between costs and service Improve service levels and quality Maximize technology investments Chapter summary of key messages HR OUTSOURCING What are the issues driving companies to outsource their HR functions? What are the advantages of outsourcing? What are the disadvantages of outsourcing? How do companies take the ‘make’ or ‘buy’ decision for HR services? What are the critical factors to look for in an HR outsourcing partner? What is the typical scope of an HR outsourcing arrangement? What are the reasons that HR outsourcing may under deliver? Should the company fix the problems internally before considering outsourcing? What is the likely future of HR outsourcing? Five guidelines to help achieve a great HR outsourcing agreement HR SHARED SERVICES The model in more detail The contact center and customer contact model Organizing around process Advantages of the SSC model Disadvantages of the SSC model Case study Chapter summary of key messages SKILLS FOR THE NEW WORLD Managing operations Managing delivery Managing customers Managing service Managing suppliers Accepting new disciplines The importance of context Process Engage Analyze Analyzing the service Predicting the future Reading between the interpersonal lines Facilitate Influence Technical skills SUMMARY Line management Evaluating the functions performance Further leveraging of technology and outsourcing Changing the skills and career path for HR Where should HR focus next? References APPENDIX Scope of services Organization development HR strategy Labour relations Payroll Employee development Resourcing/recruiting