12家知名咨询模版库43mb 02美世

Shared

Services

for

HRPeter

HoranHR

Shared

ServicesWhy

the

interest?Shared

services

in

theUS

hasbeen

shownto

save

28%

ofHR

labourcosts.As

well

as

better

quality,

consistency

and

employeesatisfaction.Does

it

work

outside

the

US? In

a

large

country

or

region?In

Latin

America,

in

Europe,

in

Asia,

in

China?Mercer

Human

Resource

Consulting

©

2006The

Success

of

Shared

ServicesIt

works

….

butMercer

Human

Resource

Consulting

©

2006Q1. 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

and

ROI

varies

between

organizationsQ3. Does

it

work

in

every

country

or

region?Yes,

but

…

the

impact,

challenge

and

ROI

varies

between

geographiesQ4. Does

it

actually

result

in

better

support

to

the

local

businesses?Yes,provided

that

…

HR

skills

and

competencies

are

appropriate.One

size

does

not

fit

everyone!HR

Shared

ServicesCriteria

for

a

good

business

caseThe

financial

benefits

depend

on:Labour

CostsJust

like

outsourcing. Locate

the

SSC

in

lower

costlocation.LocationsMore

sites

or

divisions. More

duplication

or

variation.More

opportunity

to

improve.PopulationLarge

workforce

means

economies

of

scale

fromconsolidation.ConsistencyMore

variety

in

programs

and

policies,

and

particularlyregulatory

or

cultural,

the

tougher

it

is

to

consolidate.£0k-£50k-£100k-£150k-£200k£50k£100k£150k£200kReturn

on

InvestmentQ1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

2005

2005

2005

2005

2006

2006

2006

2006

2007

2007

2007

2007

2008£250kMercer

Human

Resource

Consulting

©

2006Criteria

for

Business

CaseHow

it

varies

by

region

by

regionDrivers

are

the

same

-

impact

varies

dramatically

between

regionsUSAEuropeLatinAmericaAsiaChinaLabour

CostHHLL?LocationsHMMH?PopulationHHMH?ConsistencyHMML?Mercer

Human

Resource

Consulting

©

2006Typical

HR

Shared

Services

ModelIn

the

final

stateBU

specificAdministrativeGeog/BusUnit

HRHR

Centreof

ExpertiseHRServiceCentreOutsourceProvidersLocal

HRServiceHR

Shared

ServicesBusiness

UnitsGeography/BusinessUnit

HRManagers&EmployeesSelf-ServiceTechnology

PlatformMercer

Human

Resource

Consulting

©

2006Emerging

Model

for

International

HR“As

common

as

possible

–

as

unique

as

necessary”

*HR

PartnersHR

COEAdministrative&

TransactionsLocal

HR

TeamsHR

GovernanceUnique

=

LocalLargeWorkforceSmallWorkforceVirtualSharedServicesPhysicalRegionalSharedServiceCommon

=

SharedLocalPhysicalRegionalSharedServicesLocallyOutsourcedRegionallyOutsourcedLocal

&RegionalLocal

&RegionalLocalLocal*

motto

of

Cisco

SystemsMercer

Human

Resource

Consulting

©

2006Sub-RegionalSharedServiceBusiness

Units

or

RegionsShared

ServicesHFinIHFinUnitIUnitH

I

FinUnitH

I

FinUnitH

I

FinFinCorporateGovernanceH

IBusiness

Units

or

RegionsHRITFinUnitCorporateGovernanceHRITFinUnitHRITFinUnitHRITFinUnitPhasing

the

ChangeRationalisation

is

the

first

stepDon’t

just

standardise

–

maximise

consistency

in

programs

and

processesConsistency

will

enable

better

quality

and

exploitation

of

economies

of

scaleThe

journey

might

be

a

series

of

smaller

stepsAutonomyEncouragedConsistencyMandatedConsolidationSharedServicesMercer

Human

Resource

Consulting

©

2006Criteria

for

SuccessNot

same

as

business

caseRationalisationToachieve

economies

of

scaleTechnologyTogetbeyond

immediatebordersGovernanceMost

common

cause

of

failureOwnershipMost

common

cause

of

ROI

erosionShowstoppersMercer

Human

Resource

Consulting

©

2006EnablersShared

Services

is

not

optimisation

–

it’s

real

change!Getting

Ready

for

Shared

ServicesWhat

you

want

to

doLack

of

integration,consistency

and

sponsorshipSome

integration,

consistencyand

commitmentDesireAbilityBest

PracticeHigh

level

ofintegration,

consistencyand

organisationalcommitmentJustStartingConsolidatingShared

ServicesNot

readyVery

readyLow

ROIHigh

ROIMercer

Human

Resource

Consulting

©

2006trainedGetting

Ready

for

Shared

ServicesWhat

you

can

doJust

StartingprocessescompetenciesConsolidatingPlatformsUnintegrated

platformsSome

integrated

platformsIntegrated

platformsDataInconsistent

data

andWorking

toward

quality

dataHigh

quality

dataprocessesWillingness

towardconsistent

data

andConsistent

and

integrateddata

and

processesLeadershipLeadership

unwilling

tomandate

consistencyLeadershipcommitmentTotal

organisationalcommitmentCompetenceHR

not

professionallyIncreasing

professionalProfessionally

trained

HRFocus

on

measurementShared

ServicesMercer

Human

Resource

Consulting

©

2006Great

result. CEO/VPHR

commitment.Abandoned. Could

not

agree

governance.Complete

autonomy. Start

with

rationalisation.Focus

on

policy

and

process

harmonisation.Internal

teams. US

used

as

the

pilot.Abandoned. Challenge

too

big. Return

tooInternat’l

sGlobal

US

ChemicalGlobal

US

FoodGlobal

Hi-TechGlobal

Japanese

Hi-TechGlobal

German

Manufacturerslow.Some

ExamplesWith

variety

of

esMercer

Human

Resource

Consulting

©

2006Mercer

Human

Resource

Consulting

©

2006Common

Misconceptions

about

HR

Shared

ServicesMorecompetitive

local

serviceFew

local

HR

services

add

distinct

value

tobusiness.Moreeconomical

localserviceFew

economies

of

scale

or

leverage

oftechnology

–

know

the

true

cost/benefit

ofserviceLocals

can

give

better

serviceSmall

volumes

result

in

fragmentation

withhigher

risk

ofinconsistency/inaccuracy.Better

employee

relationsFast

quality

service,

supported

by

betterexpertise

providesbetter

serviceandcustomersatisfactionEconomy

of

scale

and

depth

of

expertise

is

betterfor

businesssupportDecentralized

ConsolidatedBetter

corporatecontrolDepends

on

the

governance

model.Can

notcopewithauniquelocal

businessesEasier

tohave

specialiststhat

can

ensure

depthAND

consistency.Cumbersome

and

expensiveConsolidation

affords

superior

technology,better

measurement

and

larger

moreknowledgeable

resource

pool.Not

be

responsive

to

my

business

missionSpecialist

resource

pool,

ifcoordinated

by

theBusiness

HR

partner,

can

deliver

a

moreresponsive

service.Operation

of

HR

Shared

Services

ModelMercer

Human

Resource

Consulting

©

2006Where

does

it

happen? Where

should

it

happen?Current

State

v.

Future

StateIdentifyBusinessNeedPolicy

&StrategyHighLevelDesignDefineSuccessMeasuresDetailedDesignRolloutNewProcessOperateNewProcessGlobalGovernanceRegionalHRSharedCenter

ofExpertiseSharedTransactionCenterBusinessUnit

HRSiteHRDeliveringHR

Service

inDiverse

RegionsOption

1:

“Large

Domestic”DomesticCountry

1RegionHQDomesticCountry

3DomesticCountry

2TrainingRegionHQExpatriateManagementBenefitsAdminOption

3:

“Centres

of

Excellence”RegionSSCCountry

6Country

2Country

4Country

5Country

3Country

1Option

4:

“Regional

Centre”Option

2:

“Regional

Clusters”RegionalCentreRegionHQRegionalSouthernRegionalNorthOrganisational

OptionsSome

high

level

options

of

the

type

of

HR

organisational

models

that

have

been

deployedinEuropeMercer

Human

Resource

Consulting

©

2006Main

reporting

lineSecondary/administrativereporting

lineHR

Function

in

a

RegionRegional

HRFunction

inSBUsCEOSiteLeadershipGlobal

SBUVP/GMsCountryLeadershipGlobal

SBUHR

FunctionRegionalSBUManagementGlobal

HRCompetencyTeamHR

DirectorEuropeHREuropeHR

FunctionManufac-turing

SitesHR

Functionin

CountriesGlobal

HR

VPRegionalPresidentMercer

Human

Resource

Consulting

©

2006Where

Are

You?The

Regional

MapWhere

Are

You?Theold

map:

Traditional

multinational

corporationBusiness

Unitsor

RegionsCorporateGovernanceGeographic

orBusinessUnitGeographic

orBusinessUnitGeographic

orBusinessUnitGeographic

orBusinessUnitHRHRHRHRITITITITFinanceFinanceFinanceFinanceMercer

Human

Resource

Consulting

©

2006Where

Are

You?The

new

map:

Multinational

with

shared

servicesCorporateGovernanceHR

IT

FinanceBusiness

Unitsor

RegionsShared

ServicesHRFinanceITGeographic

orBusinessUnitHR

IT

FinanceGeographic

orBusinessUnitHR

IT

FinanceGeographic

orBusinessUnitHR

IT

FinanceGeographic

orBusinessUnitHR

IT

FinanceMercer

Human

Resource

Consulting

©

2006SBU

HR

Partners20

people

(ratio

1:1000)

:

1

per

business

unitCentre

of

Expertise15

people

–

5

centresSites/country120

people

over

40

sites:

reduced

from

300Service

Centre90

people

(ratio

1:220

ratio)

including

payrollOverall

Ratio1:95TotalHeadcount:22,000Overall