MercerHR Shared Services 美世的人力资源管理

1、shared services for hr peter horan 2mercer human resource consulting 2006 hr shared services why the interest? shared services in the us has been shown to save 28% of hr labour costs. as well as better quality, consistency and employee satisfaction. does it work outside the us? in a large country or

2、 region? in latin america, in europe, in asia, in china? 3mercer human resource consulting 2006 the success of shared services it works . but q1. has it been a success? yes. a huge success . . . when well planned and executed. q2. does it work for all organizations? yes, but the impact, challenge an

3、d roi varies between organizations q3. does it work in every country or region? yes, but the impact, challenge and roi varies between geographies q4. does it actually result in better support to the local businesses? yes, provided that hr skills and competencies are appropriate. one size does not fi

4、t everyone! 4mercer human resource consulting 2006 hr shared services criteria for a good business case the financial benefits depend on: labour costsjust like outsourcing. locate the ssc in lower cost location. locationsmore sites or divisions. more duplication or variation. more opportunity to imp

5、rove. populationlarge workforce means economies of scale from consolidation. consistencymore variety in programs and policies, and particularly regulatory or cultural, the tougher it is to consolidate. 5mercer human resource consulting 2006 criteria for business case how it varies by region by regio

6、n drivers are the same - impact varies dramatically between regions usaeurope latin america asiachina labour cost hlhl? locations mhmh? population hhmh? consistency hmml? 6mercer human resource consulting 2006 typical hr shared services model in the final state geography/business unit hr bu specific

7、 administrative geog/bus unit hr hr centre of expertise hr service centre outsource providers local hr service hr shared servicesbusiness units self- service managers & employees technology platform 7mercer human resource consulting 2006 emerging model for international hr “as common as possible as

8、unique as necessary” * hr partnershr coe administrative & transactions local hr teams hr governance common = sharedunique = local large workforce small workforce virtual shared services physical regional shared service local physical regional shared services locally outsourced regionally outsourced

9、local & regional local & regional local local * motto of cisco systems sub-regional shared service 8mercer human resource consulting 2006 business units or regions shared services hfini hfin unit ihfin unit ihfin unit ihfin unit i corporate governance hfini business units or regions fin it hr unit g

10、overnance corporate fin it hr unit fin it hr unit fin it hr unit phasing the change rationalisation is the first step dont just standardise maximise consistency in programs and processes consistency will enable better quality and exploitation of economies of scale the journey might be a series of sm

11、aller steps 9mercer human resource consulting 2006 criteria for success not same as business case rationalisation to achieve economies of scale technology to get beyond immediate borders governance most common cause of failure ownership most common cause of roi erosion showstoppersenablers shared se

12、rvices is not optimisation its real change! 10mercer human resource consulting 2006 getting ready for shared services what you want to do lack of integration, consistency and sponsorship some integration, consistency and commitment high level of integration, consistency and organisational commitment

13、 desire ability best practice just startingconsolidatingshared services not readyvery ready low roihigh roi 11mercer human resource consulting 2006 unintegrated platforms inconsistent data and processes leadership unwilling to mandate consistency hr not professionally trained platforms data leadersh

14、ip competence getting ready for shared services what you can do just starting some integrated platforms working toward quality data willingness toward consistent data and processes leadership commitment increasing professional competencies consolidating integrated platforms high quality data consist

15、ent and integrated data and processes total organisational commitment professionally trained hr focus on measurement shared services 12mercer human resource consulting 2006 internatl telecomsgreat result. ceo/vphr commitment. global us chemicalabandoned. could not agree governance. global us foodcom

16、plete autonomy. start with rationalisation. global hi-techfocus on policy and process harmonisation. global japanese hi-techinternal teams. us used as the pilot. global german manufacturerabandoned. challenge too big. return too slow. some examples with variety of outcomes 13mercer human resource co

17、nsulting 2006 common misconceptions about hr shared services economy of scale and depth of expertise is better for business support decentralized more competitive local service few local hr services add distinct value to business. more economical local service few economies of scale or leverage of t

18、echnology know the true cost/benefit of service locals can give better service small volumes result in fragmentation with higher risk of inconsistency/inaccuracy. better employee relations fast quality service, supported by better expertise provides better service and customer satisfaction consolida

19、ted better corporate control depends on the governance model. can not cope with a unique local businesses easier to have specialists that can ensure depth and consistency. cumbersome and expensive consolidation affords superior technology, better measurement and larger more knowledgeable resource po

20、ol. not be responsive to my business mission specialist resource pool, if coordinated by the business hr partner, can deliver a more responsive service. 14mercer human resource consulting 2006 operation of hr shared services model where does it happen? where should it happen? current state v. future

21、 state identify business need high level design detailed design rollout new process operate new process define success measures policy & strategy global governance regional hr shared center of expertise shared transaction center business unit hr site hr 15mercer human resource consulting 2006 delive

22、ring hr service in diverse regions organisational options option 1: “large domestic” domestic country 1 region hq domestic country 3 domestic country 2 training region hq expatriate management benefits admin option 3: “centres of excellence” region ssccountry 6 country 2 country 4 country 5 country

23、3 country 1 option 4: “regional centre” option 2: “regional clusters” regional centre region hq regional southern regional north some high level options of the type of hr organisational models that have been deployed in europe 16mercer human resource consulting 2006 main reporting line secondary/adm

24、inistrative reporting line hr function in a region where are you? the regional map 17mercer human resource consulting 2006 where are you? the old map: traditional multinational corporation business units or regions corporate governance geographic or business unit finance it hr geographic or business

25、 unit finance it hr geographic or business unit finance it hr geographic or business unit finance it hr 18mercer human resource consulting 2006 where are you? the new map: multinational with shared services business units or regions corporate governance hrfinanceit shared services hrfinanceit geogra

26、phic or business unit geographic or business unit geographic or business unit geographic or business unit hrfinanceithrfinanceithrfinanceithrfinanceit 19mercer human resource consulting 2006 sbu hr partners20 people (ratio 1:1000) : 1 per business unit centre of expertise15 people 5 centres sites/country120 people over 40 sites: reduced from 300 service centre90 people (ratio 1:220 ratio) including payroll overall ratio1:95 total headcount: 22,000 noverall cost