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SHAREDSERVICESYNERGY
SHARED SERVICES ORGANISATION DESIGN
OR
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ATIO
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ORGANISATION DESIGN GUIDING PRINCIPLES
KEY
A
CTI
VITI
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WHAT IS THE PURPOSE OF ORGANISATION DESIGN?
INPUT ANALYSIS DESIGN
Determine processes in scope Define Organisational Design Guiding Principles Create a Capacity Model Iterate the Organisation Design
UNDERSTAND AND DEFINE PRINCIPLES WHILE COLLATING PERTINENT DATA
UNDERSTAND SHARED SERVICES AND ENTITY IMPACT
DEFINE ROLES AND ASSOCIATED SKILLS REQUIREMENTS
THR
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AN
ISAT
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DES
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PR
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NSW
ERIN
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FOLL
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QU
ESTI
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S:
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2.
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5.
6.
Will I lose my job?
Will my job totally change?
Do I have the required skills?
Will I work with new people?
Will I have a new manager?
Will I have to move to a new location?
EXISTING STAFF
1.
2.
3.
4.
5. 6.
7.
Uncertainty of employees addressed
Key people retained
Management team committed
Skilled and motivated teams in place
Successful knowledge sharing
Entity buy-in
Service and performance culture enabled
1.
2.
3.
4.
What is the job and what are the responsibilities?
What are the performance expectations?
What kind of career can I expect?
How will I be trained?
SHARED SERVICES STAFFSUCCESS IN ORGANISATIONAL DESIGN IS
1.
2.
3.
4.
5.
6.
7.
Am I losing my trusted local support?
Am I being asked to take on more work?
How will I get in touch with the new service?
How will they understand my needs?
What if something goes wrong?
Will the new service be flexible enough?
Will it cost me more?
CUSTOMERS
Define an organisation that is consistent with the Shared Services vision, strategic objectives, and operating model.
Provide an accurate estimate of the size of Shared Services to be used as an input to the hiring plan and
technology requirements etc.
Continue to educate and build confidence in the entities and other stakeholder communities on how the
Shared Services model will work in practice.
Provide input to the required organisational changes in the AGGPA entities.
Build and Implementation Phase
Completed as part of the assessment phase. Confirmed functions include: HR, Finance, IT
Define organsational design principles to use as a basis for designing the Shared Services organisation
Create organisational structure draft
Estimate the number of people required for the new processes
Define draft number of teams, supervisors, etc. required
Use the draft numbers as input to the workforce transition approach
Create draft roles and responsibilities
Revise the capacity model based on walk-throughs of new processes based on the process design work
Determine exchange of information required between Shared Services and the entities
Finalise staffing models
Update and finalise role and responsibilities documents
Complete the job architecture
Assessment Phase Design Phase Design Phase
Both technical expertise and customer service focus are vital for Shared Services to achieve excellent delivery of its strategic objectives
Shared Service managers and their reports can deliver the strategic objectives of the organisation, for which they are individually and collectively accountable
Shared Services always finds ways to continuously improve
The organisation is designed to support autonomous decision making
Shared Services is transparent
The organisation operates with simplicity
The organisation supports and facilitates collaboration and meaningful alignment across the entities
Shared Services creates a motivated workforce who can grow and develop - offers a career path
Shared Services is a Learning Organisation
The organisation makes the most of top talent
Employees within Shared Services are agile and innovative
People are an important part of the process
Shared Services is integrated with the rest of the ecosystem through business partnering and is aligned to the group way of doing things