Transforming the human resource function through shared services

Implementing a Shared Services model, common and flexible policies and programs, and consolidated technology across the corporation enhances the efficiency and credibility of the HR function
â€" Buck research.

Human Resource executives face a growing challenge from business leaders: enable the organization to achieve excellence by developing strategies to attract, develop and retain human capital. While this challenge has been discussed and debated for many years, major organizations are demonstrating that it is possible to successfully rise to the challenge.

The delivery of Human Resource (HR) services is at the core of achieving organizational excellence through human capital. This paper reviews practical and proven approaches to transforming the function to one where HR professionals, particularly those tied closely to divisions and business units, gain the capacity and competency required to proactively drive strategic business objectives.

Though reducing cost is clearly one motivator to transform HR, far more compelling is the interest in generating value for the organization. The demand for HR to create value is also not new; however few companies have reached their full potential in this regard. Our emphasis of a new model for HR delivery and more importantly, the roadmap to implementing such a model â€" provides a path to meeting the demand for value creation.

The model enables transactional and nonstrategic activities, which are widely recognized as the predominant focus of most HR professionals today, to move to a shared services organization that provides personalized care for employees leveraging key technology tools.

Business-based HR leaders are thereby empowered to grow business partnering, change management, workforce development and organizational effectiveness capabilities and truly support organizational excellence.

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