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Shared Services – The Journey
Caroline Brown
3rd December 2013
Agenda
• Introduction
• No More ‘Lift and Shift’
• Future Target Operating Models
• Principles Underpinning the development of Shared Services
• Best Practice HR Operating Models
• Close
2
Introduction to Caroline Brown
• 20 years experience in shared services
• 25 years experience in Transformation (People/Process &
Technology)
• European Head Of Transition and Transformation for Accenture HR
Services
• Global Head of HR Outsourcing for TATA Consulting
• 5 years Senior Partner Baxter Neumann
• Recently led the bid and acted as the Solution Architect for the first
Government Integrated Shared Service Deal ISSC1 and having won
the deal Baxter Neumann are now leading the delivery
Gone are the days of ‘Lift and Shift’
• Lifting and Shifting of Tasks and Responsibilities – From
distributed to central delivery
• Performing the same tasks in the same way but cheaper
• It often led to Broken processes
• Delivered Little or no integration
• Little or no transparency and visibility for the frontline
services
Shared Service Operations
SHARED SERVICE
Location 1 Location 2
Locations 3 Location 4
SILOED OPERATING MODEL
FUTURE INTEGRATED OPERATING MODEL WITH ‘END TO END’ PROCESSES ENABLED BY TECHNOLOGY
CLIENT
SHARED SERVICE
3RD PARTY
Target operating model for shared service ‘back office’ solution
Vision / Strategy
Management
Reporting /MI KPI Reporting
General Transactional Processing
Reporting
Specialist activities
Value add activities
Shar
ed S
ervi
ce /
Ou
tso
urc
e
Co
E R
etai
n
Hig
her
Val
ue,
mo
re c
om
ple
x ac
tivi
ties
Decisions based on: data modelling, trend analysis and good judgement. Business partnering model
Direction and overall leadership
Leadership Team Transformation and functional leadership. Ongoing programme of process improvements., benchmarking and performance metrics.
SSC
Note – the above reflects where the majority of the activity for each process could be undertaken.
Ret
ain
Strategy
Development
Supplier
Management
Business Case
Development
SLA Reporting
Policies and Procedures
Special projects
Action planning
Case management
Payroll overpayment recovery
HR for volunteers
Workforce planning
Queries and Advice
Case mgt.
Recruitment & Selection
Health & Safety
Performance Mgt.
Org. structure mgt..
Health & Wellbeing
Low Value Procurement
Move to - Integrated service towers
Payroll Services
Pension admin.
Payroll
Purchasing
Procurement
Employee services
Learning & Development
Performance mgt.
Human Resources
Record to Report
Accounts Payable
Travel & Expenses
Order to Cash
Finance & Accounting
System support
Mobile working
Data Management, Security and Protection
Reporting, MI & Dashboards
Customer Support
DRAFT
Spend Analytics
GPC Process & Admin
Supplier Financial Assessments
Project Accounting
Debt Management & Recovery
Financial Support & Advice (e.g. Financial & Statutory reporting Planning, Budgeting & Forecasting and investment appraisal)
Internal Audit
Process credit & debit card payments
SELF SERVICE
TRANSACTIONAL
(HR, Payroll, Finance, Procurement)
SUBJECT MATTER EXPERTS – Centre of Expertise Advisory/Decision Support/Projects
LEVEL 0
LEVEL 1
LEVEL 2
LEVEL 3
MANAGERS EMPLOYEES 3RD Parties
GO
VE
RN
AN
CE
& S
ER
VIC
E M
AN
AG
EM
EN
T/
Com
munic
ation/S
takehold
er
Manag
em
ent
IT ENABLEMENT
CUSTOMER SERVICE - (First Point Of Contact)
Telephone – email – SMS – Fax – Paper
Electronic
Post-room Doc Management
Work
flow
/Case M
anag
em
ent/
Know
ledge
Manag
em
ent
/Work
Manag
em
ent
SENIOR
BUSINESS
MGT
PEOPLE
FACILITIES
Relationship
Manager
SSC – Operating Model
Customer Key:
Key Principles – Underpinning Shared Service Today
Service Approach Service Delivery Processes Information
Competent &
confident
Quality: right
first time, cycle
time
Commercial
mindset
Flexible, with
career
opportunities
Scale-able
Fit-for-purpose
practices
Customer
service focus
Flexible to meet
changing
demands
Standardised
Repeatable
Integrated
Controlled
IT enabled
Simple
Fit for purpose
Six Sigma
Reliable
Easy to access
Delivers insight
Transparent
Integrated service delivery and business management
End-to-end process and customer focus Initiate Successful
outcomes
Technology – agile, cost effective, value for money
Collaboration, seamless user experience
Continuous change and improvement
Target model for HR services based on best practice delivery of processes
HR Vision / Strategy
Learning &
Development
Compensation
& Benefits
Management
Reporting /MI KPI Reporting
General HR/Payroll Transactional Processing
Reporting
Specialist HR activities
Value add HR activities
Shar
ed S
ervi
ce /
Ou
tso
urc
e
Co
E R
etai
n
Hig
her
Val
ue,
mo
re c
om
ple
x ac
tivi
ties
Decisions based on: data modelling, trend analysis and good judgement. Business partnering model
Direction and overall leadership
HR Leadership Team HR transformation and functional leadership. Ongoing programme of process improvements., benchmarking and performance metrics.
SSC
Ret
ain
Strategy
Development
Supplier
Management
Business Case
Development
Payroll
Employee
Data Admin
Workforce
Management
Recruitment
& Selection
Compensation
& Benefits
Grievance &
Discipline
Employee
Relations
SLA Reporting
Learning &
Development
Health &
Safety
Talent
Management
Leave &
Absence
Time &
Attendance
Pensions
Admin
Performance
Management
Training
Admin
Recruitment
& Selection
Workforce
Management
Policies and Procedures
Special projects
Action planning
Case management
Shared Service Centre – HR service lines H
R V
isio
n /
Str
ate
gy
Lea
rnin
g a
nd
Dev
elo
pm
ent
Compensat’n
& B
enef
its
Wo
rkfo
rce
Ma
na
gem
ent
Em
plo
yee
Rel
ati
on
s
VFM Core Service
Manage
Disciplinary /
Grievance
/Appeals
Manage Long
Term Sickness
Planning and
Policy
Gross to Net
Develop /
manage Trg
Catalogue /
Courses
Procurement
Strategy for
HR Services
Organisation
Design
Strategy
Change
Management
Strategy
Business Case
& Feasibility
Strategy
Employee
Communicat’
ns Strategy
Compliance
Strategy &
Legal Advice
Supplier
management
Learning and
Development
Admin
Business Case
and Feasibility
Competency
Management
Absence
Management
Health and
Safety
Workforce
Planning
Contractor
Management
Sourcing
Screening
Selection
Hiring
On-boarding
Strategy
Development
Qualifications
/ Skills
Management
Performance
Management
Manage ER &
TU
Negotiations
Contractual
and Non
Contractual
Changes
Employee
Data Admin
Strategy
Development
Retained HR
Query
Handling &
HR Advice
Activity
Based Costing
Time and
Attendance
Organisation
Structure
Management
Strategy
Development
Health and
Welfare
policy and
development
Flexible
Benefits /
Other
Reward
Planning
Build to Gross
Employee
Comms
Benefits
Policy and
development
Salary survey
and analysis
Compensat’n
Admin
Payroll
Delivery
Strategy
Development
Succession
Planning
Training
Needs
Analysis
Absence
policy and
management
Exit /
Retirement
Strategy
Development
Time and
Attendance
policy and
planning
One-off
Payments
Reconciliat’n
Expenses
Management
Rec
ruit
men
t
an
d S
elec
tio
n
Pa
yro
ll
To Finish…Something to think about!
If your Doctors can perform key hole surgery and be
supported by virtual doctors...
…why are your staff still filling in manual forms
for their HR processes?
If Google, Amazon, Facebook, Apple, or any one of their competitors, were
redesigning the way government works, do you think you'd still be wading
through paper forms to get your passport renewed?
Or hanging on the phone for hours trying to book a hospital appointment?
Or sticking a paper tax disc in your windscreen?
Chris Yiu – Head of Digital Government