Association of

A partnership from

Certified GBSProfessionals

Global business services proGrammeeXecuTive summarY

5x more world-class Gbs consider Gbs experience critical for future positions

Developing world-class employees in global business services

Despite advances in technology, people remain at the heart of every business. With the transformation of shared services into centres of excellence, talent management in global business services has never been so important. But realising the potential of individuals to be world class has lagged behind the development of the processes and pathways. The ability of a GBS centre to outperform its peers depends on the skills of its employees and without the appropriate training and development throughout their careers, the potential of the business will never be fully delivered.

The Chartered Institute of Management Accountants (CIMA) and The Hackett Group (THG) have joined forces to develop an entirely new programme of certificated training as part of a life-long learning programme, specifically to support individuals with a career in global business services. Both parties have brought complementary sets of industry-leading expertise together to create this unique programme, and to form a new membership body, the Association of Certified Global Business Services Professionals.

World-class organisations place a major emphasis on training and education

Note: world class is defined as in the top quartile in both efficiency and effectiveness measures.

Source: The Hackett Group GBS Performance Study

World-class GBS centres invest significantly more in training their workforce than peer organisations

World-class GBS organisations place higher value on GBS experience than peer organisations

Average no. of training hours Value placed on GBS experience for future positions

Critical Important Interesting Not at all

5%

25%

11%

0%

47%

25%

37%

50%

Manager Professional Clerical

25

70

23

60

38

73

Critical Important Interesting Not at all

5%

25%

11%

0%

47%

25%

37%

50%

Manager Professional Clerical

25

70

23

60

38

73

Peer Peer World class World class

better employee talent management drives better company performance

Company Performance

Return on Assets (ROA)17% higher

EBITDA13% higher

Return on Equity (ROE)48% higher

Net Profit Margin13% higher

DemanD manaGemenT – GBS workforce needs to be flexible and knowledgeable to meet varying customer demand for services and the challenges of the job

recruiTmenT – Having an attractive value proposition provides an edge in competitive GBS locations

TraininG – Is valued by employees, increases competencies, improves morale and productivity and the ability to add value to business customers

reTenTion – Effective talent management reduces uncontrolled attrition, lowers costs and provides more consistency in customer service

career DevelopmenT – Active preparation for career development to move people from role to role and business to shared services and vice versa

skills – Skills and competencies over and above technical skills are essential to successfully manage interactions with clients and deliver customer excellence efficiently

GBSMANAGEMENT

TEAM

TEAM LEAD/MANAGER

ASSOCIATE

advanced DiplomaA current leader of a GBS organisation (typically consisting of several leveraged centres, and/or outsourcing contract relationships), GBS centre, or one of the members of the GBS organisation’s senior management team.

DiplomaEither a mid-level manager running a process work team within a leveraged centre, or a senior associate within a leveraged centre preparing for a role as a manager.

certificateEntry level associate performing transactional or knowledge-based work

The Gbs programme provides lifelong professional development

IMPLEMENTATION ASSESSMENT DESIGN OPTIMISATION

And these are structured across the GBS lifecycle:

Servicedelivery

components

SERVICE DELIVERY MODEL

Serviceplacement

Processingsourcing

Processdesign

Enablingtechnology

Skills &talent

Governance &organisation

Information

processLifecycle phase

Serv

ice

deliv

ery

Servicestrategy

Demandmanagement

Financialmanagement

Serviceportfolio

management

Servicecatalogue

management

Changemanagement

Infrastructuremanagement

Knowledgemanagement

Supplymanagement

Suppliermanagement

Servicemigration

management

Contactcentre

management

Servicecontinuity

management

Qualityimprovement

Servicedesign

Servicetransition

Servicestrategy

Continualservice

improvement

SERVICE MANAGEMENTFRAMEWORK

INTEGRATED TRANSFORMATIONMANAGEMENT EXECUTION FRAMEWORK

Integratedtransformationmanagement

Enterpriseleadershipvision and

goals

Servicedeliverymodeldesign

Stakeholderalignment &employee

engagement

1 Strategic alignment & governance

Integrated transformation management2

3

4

Servicedeliverystrategy

SDMtransformation

execution

Executive commitment

and engagement

Organisationalreadiness and

adoption

SDM transformation

Organisational change

competencies are developed around three foundational Gbs frameworks

level service DeliverY service manaGemenT TransformaTion manaGemenT

Gbs management Team

Strategy, design, and implementation of GBS core delivery capabilities, including:•GBS strategy & vision•Process sourcing•Organisation model•GBS location selection

Strategy, design and implementation of GBS organisation mgmt., including:•Demand & supply management•Supplier management•Service operations & continuity•BPO vendor management•Service pricing

Building the transformation organisation programme to optimise performance:•Business case•Change leadership•Transition strategy•Measurement, optimisation &

expansion

Team lead/manager

Work team process management excellence focusing on:•Process design & technology•Skills & talent• Information

Work team operational excellence focusing on:•Performance & talent

management•Continuous improvement•Customer service excellence

End-to-end process transition excellence focusing on:•Change management•Transition planning & techniques•Go-live & transition issue

management

functional management specialisation topics, including:

Finance centres of excellence•Process management

excellence: purchase to pay, account to report, order to cash

HR contact centres•Process management

excellence: total rewards admin, employee data management, staffing services

IT frameworks – ITIL/COBIT process management excellence:•Help/service desk,

database/email admin, application development

Procurement ROI analysisprocess managementexcellence: •Supply data management,

requisition & PO processing, supplier management, compliance management

associate Understanding of GBS models, trends and core delivery processes:•Process mapping and procedure

development•Process excellence: finance, HR, IT

and procurement key metrics, best practices, process automation

The Associate’s contribution to end-to-end process transition excellence focusing on:• Clear understanding of the end-to-

end process inputs and outputs• Process migration techniques• Continuous improvement through

deployment of Lean, Six Sigma, and process improvement methodologies

The Associate’s contribution to operational excellence focusing on:•SLA’s and KPI’s•Customer service language and

techniques•Competency and career

development in GBS

Certified GBS Professionals – Knowledge CentreOnline access to: decision frameworks, case studies, GBS performance data, webcasts, and GBS research

summary of skills and capabilities training by level

BR

OA

D P

ER

SPE

CTI

VE

S

Generic GBScontrols, tools& techniques

Service specifics

A

B

C

D

E

F

G

H

Understanding global business services in the context of globalisation, dierent operating models and the services mix. 10%

15%

15%

20%

10%

10%

10%

10%

Tools applied in global business services including SLAs, KPIs, project management, continuous improvement, defect management, Six Sigma and benchmarking.

Understanding the full range of end-to-end finance processes. Providing decision support and traditional finance operations.

Planning, analysing and reporting workforce metrics. Process compliance and control. Supporting a range of HR activities including recruitment, payroll and benefits processes. L&D support.

Approaches used to manage hardware, software and information systems. Management of IT planning, projects and ongoing IT operations.

Understanding supply chain fundamentals including sourcing, category and contract management. Compliance and disputes. Stakeholder management.

End-to-end process mapping and e�ciency. Standardisation. Stakeholders and service management. Qualitative service considerations and other customer measures.

Understanding governance structures and operating models. Costing and pricing of services. Change issues. Data ownership and risk.

certificate in Gbs – learning outcomes

Assessments are designed to test deep knowledge of each topic area and go beyond desk instructions.

GLOBAL BUSINESS SERVICES QUALIFICATION

Author Steven Swientozielskyj BA(Hons) MBA FCMA CGMA

Knowledge Centre providing online access to case studies,decision frameworks, GBS performance data, webcasts and GBS research

Course textbooks.

Flexible online learning. 24/7 availability.

Access anywhere.

Self-guided pace. Fits around

business cycles and projects.

Up to 100 hours study time. Allow

three months.

Computer-based objective test exams at over

5,500 worldwide centres.

Individual certificates issued after completion.

The Associate-level programme is available now and consists of two parts: initial certification and lifelong learning. It is designed for maximum flexibility in terms of learning style and pace whilst maintaining the assessment rigour of a best practice qualification.

certificate in Gbs – the learning experience

phase 1assessmenT

phase 2DesiGn

phase 3implemenTaTion

phase 4opTimisaTion

service delivery model (sDm)

Future SDM vision•Business/G&A context•GBS models•Goals & objectives• Process & technology

readiness• High-level future state

process design•Legal & statutory review•Staffing requirements

Detailed SDM design•Process design•Service placement•Process sourcing•Enabling technology• Organisation/skills &

talent

SDM implementation•Process•Enabling technology•Organisation•Team building•Facilities

SDM stabilisation•Process•Technology•Organisation

Transformation management

• Baseline, performance metrics & opportunity assessment

•High-level organisation design• Initiatives, transition strategy

& roadmap•Business case

• GBS implementation preparation

Transition management•Recruitment•Transition teams & planning• Training & knowledge

transfer• Go-live preparation &

cut-over

• Measurement – re-baseline cost, productivity, performance

•Optimisation projects

service management framework

Service strategy Service design Service operation Continuous improvement

•Operating models•SMF overview & concepts•Governance overview

•SLA’s, OLA’s & KPI’s • Reporting, performance & control dashboards

• Business continuity planning

• Performance management & continuous improvement

• Customer service & satisfaction surveys

•Talent management

Diploma in Global business services (DGbs)

change management

programme/project management

advanced Diploma – Global business services (aDGbs)

phase 1assessmenT

phase 2DesiGn

phase 3implemenTaTion

phase 4opTimisaTion

service delivery model (sDm)

Future SDM vision•Business/G&A context•Vision•Goals & objectives• Process & technology

readiness• High-level future state process

design• Talent & organisation model•Legal & statutory review• Footprint strategy/location

analysis

• Detailed SDM design•Process design•Service placement•Process sourcing•Location choices• Enabling technology• Organisation/skills &

talent

SDM implementation•Process•Site(s) build-out•Sourcing roll-out•Enabling technology•Organisation•GBS talent management

SDM stabilisation•Process•Sourcing•Technology•Organisation• Talent management

leadership

Transformation management

• Baseline, performance metrics & opportunity assessment

• High-level organisation design/organisation impact

• Initiatives, transition strategy & roadmap

•Business case

• GBS implementation plan

• Business case update

Transition management• Organisation restructuring•Recruitment• Training & knowledge

transfer• Go-live preparation &

cut-over•Benefits realisation

• Measurement – re-baseline cost, productivity, performance

•Scope expansion•Geographic expansion• Captive/outsourcing

evaluation•Benefits realisation

service management framework(smf)

Service strategy Service design Service operation Continuous improvement

•Demand management• Service portfolio management•Financial management

•Supply management• Service catalogue

management• Supplier

management

• Contact centre management

• Infrastructure management• Service continuity

management

•Quality improvement•Knowledge management

change management

programme/project management

benefiTs To The orGanisaTion• Create a more dynamic and flexible workforce able to

shift between finance, HR, IT, and procurement process execution teams.

• Build a core foundation of knowledge and skills around key best practices, performance metrics, stakeholder management, and control frameworks, in use at leading multi-functional global business services organisations.

• Better engage and retain your best talent to keep your GBS organisation positioned for growth.

• Increase your organisation’s agility to respond effectively to change.

• Delight your customers through a deeper understanding of their needs, and enable higher satisfaction rates.

benefiTs To The emploYee• Gain a broader understanding of finance, HR, IT and

procurement processes and best practices

• Acquire a professional, globally recognised qualification

• Develop enhanced skills, knowledge and capabilities

• Develop a broader understanding of customer and business issues

• Apply this learning in current and future roles

• Gain recognition from colleagues and management

It took me three months to study the syllabus and pass the exam; overall I found the text book easy

and enjoyable to read. From an exam perspective it was straight forward to schedule the exam at a time and place that suited me and felt the length of the exam was just right for the number of questions.

Overall I have thoroughly enjoyed the whole experience and would encourage other companies to offer this development opportunity for their employees. I would give it a big thumbs up for the Shared Services Industry and look forward for the launch of subsequent levels of qualifications.

Carolyn Bywater ACMA, CGMA Back Office Manager – Shared Services Business Support Group Yorkshire Water Services Ltd (Kelda Group)

We’ve been looking for a structured training programme to provide consistency across our

own functional teams, to provide support around career development and ensure knowledge is shared, understood & kept up to date. CIMA’s GBS qualification has delivered this to us and will help realise the value a business service centre creates, to help Sodexo to deliver excellence in customer service across the areas we support.

Lee Brittain, Director of Business Shared Services, Sodexo UK & Ireland

how will my organisation and employees benefit?

cimaThe HeliconOne South PlaceLondonEC2M 2RBUnited Kingdom

T. +44 (0)20 8849 2251W. www.cimaglobal.com/gbs

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The Association of Certified GBS Professionals is a collaboration between The Hackett Group and CIMA, the Chartered Institute of Management Accountants. This unique partnership combines CIMA’s certificated global professional development program capabilities with The Hackett Group’s global business services (GBS) best practice intellectual property. The organisation brings to market the first comprehensive talent management and certified professional development qualification program specifically tailored for GBS and shared services professionals. By working together, The Hackett Group and CIMA are addressing the need for GBS and shared services organisations to provide clear, consistent and structured professional certification and talent development programs based on best practices to grow the professional skills and knowledge needed to achieve and maintain world-class performance standards.

CIMA is the world’s largest professional body of management accountants. CIMA helps businesses succeed by harnessing the full power of management accounting. Since inception on 1919 we have grown to span 179 countries with a global population of over 228,000. We provide continuing professional development services, fund academic research, develop thought leadership, maintain a code of ethics for members and monitor professional standards. In 2012 our joint venture with the AICPA created the global CGMA designation.

The Hackett Group (NASDAQ: HCKT), an IP-based global strategic business advisory consulting firm, is a leader in best practice advisory, benchmarking, and transformation consulting, and assists GBS clients in all aspects of their transformation. The Hackett Group’s insights are fact based, from over 11,000 benchmarks with 4,500 major corporations and government agencies, including 93% of the Dow Jones industrials, 83% of the Fortune 100, 87% of the DAX 30 and 48% of the FTSE 100.

Association of

A partnership from

Certified GBSProfessionals

The hackett Group1000 Abernathy Road NWSuite 1400 Atlanta, GA 30328

T. +1 770 225 360 T. 1 866 844 6514 (toll-free)W. www.thehackettgroup.com

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