What’s brewing in Shared HR Services?

What’s brewing in Shared HR Services?

The fundamental element of Shared Services HR is that the activities involved are available to a multiple legal entities of the same group of companies.

We define routine activities as recruitment, new starters, the administration of changes to roles/contracts, process time in organizations where relevant, administration of leavers and absences and/or L&D procurement, although the exact nature of the services will vary between employers.

Some organizations might need shared HR services ranging from lower-level administrative duties to supplying specialist HR information and advice on HR policy and practice. Open Mind is open to these challenges.

Our open ended Eco-system lets the customer define the level of the service and decides which services to take up. A shared HR services model presupposes central provision.

Our proud division, HR Bridge provides Off-Shore, Out-Sourced HR Shared Services that benefits an organization in 3 major areas:

Increased efficiency in managing routine HR administrative processes.

Increased efficiency in managing routine HR administrative processes.

Cultivating employee confidence and reducing attrition

Effective, readily available and effortlessly comprehended Communications play a critical part in every HR effort. If your organization is really listening carefully, your employees need your ears. And trust our experience when we say a gratified employee is worth as much as a satisfied customer.

If you find yourself too much subjugated with administrative tasks, and your resources are alarmingly straining in resolving minor but voluminous issues, HR Shared Services is the nitrogen you need in your organization’s wheels. And we provide the purest quality of that!

Drop a line to Open Mind at Naveen@openmind.in or call at +91 8800520555 for shared services’ solutions that can save adequate cash to sponsor your next cruise. With Family.

Now that you’ve reached this far, let me leverage this opportunity to explain HR Shared Services more lucidly.

In a nutshell, shared HR services offer organizations the competence to improve their operations while the HR administrative and core services are handled more efficiently. As corporate budgets shrink and traditionally defined roles traverse, HR shared services has taken the driver seat to facilitate in attaining company goals. Globally, dynamic organizations have adapted to the concept smoothly and are experiencing significant improvements in the form of additional time for strategic management, gaining enormous employee respect and confidence as well as cost reduction.

Your organization can work to overcome a part of major challenges- budget constraints, loss of skilled human resources, sluggish customer service and depressing customer satisfaction- by boldly going where many men have gone before: introducing shared services model for human resources.

Think! HR Shared Services can reduce operative costs while increasing efficiency…

HR Shared Services is increasingly winning trust as an attractive option to reduce costs and purge duplication of technology operations. Since shared services platform can be easily and efficiently consolidated with a service delivery model, we are witnessing a fast adaption rate with each passing month.

In a 2015 survey by Deloitte, Cost Reduction had the number one positive impact on organizations that chose HR Shared Services model. Predictably, it was followed by Process Efficiency and Internal Controls. Interestingly, the top 3 benefits have remained consistent since a 2011 survey.

Organizations often hold on to their perceptions that their business models are satisfactorily focusing on specific practices and day-to-day operations. Nevertheless, they should consider improving their businesses with a plan to move to shared HR services, with one of the most important motives being resources redirection. They can enable HR department to restructure their resources and become better strategic partners as they expand into that role.

Change is challenged and change has challenges. While it is not a straightforward decision as it involves changes for the entire human resources community, the significant effects of these changes should motivate in a considered shift in the business culture of the organization.

A few challenges organizations may face while moving towards human resources shared resources can be enumerated as:

1. New workflow processes to learn and understand and implement

2. New training requirements

3. Potential loss of autonomy or responsibility

4. Possibility of jobs being cut or assigning new roles

Despite these initial roadblocks, organizations should consider a move to shared services HR. Sticking to the old beaten path may avert discomfort, but will certainly hold back employee satisfaction and profits will take a much-avoided hit.

Every organization faces human resources challenges, and while they are accepted as part of growing up, the inclination to address them independently rather than seeking enterprise-wide solutions that could resolve more effectively results in frustratingly delayed responses, disgruntled employees and an unnecessary rise in operational costs.

In many a discussions with Chief Financial Officers, human resources has emerged as one of the trickiest sections for them to assign reserves for! The conundrum intensifies when the department lacks an overall plan due to complex standard operating procedures and are resistant to even consider shared services HR. However, many CFOs admit that the hierarchical human resources service structure was viewing a gradual shift towards shared HR services, predominantly because it offers an exciting potential for economies of scale and contribute substantially to changing the way business goals are achieved.

Our experience with established businesses has shown that even large corporations can overcome challenges when there is executive level support and every little change is managed through best practices.

All things considered, shared HR services empower the department to focus on collaring strategic challenges and opportunities by reducing time and energy on administrative and transactional work.


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