In 2019, corporations and private equity firms expect M&A activity to continue to rise. According to Deloitte’s 2019 M&A Trends report, 76 percent of corporate respondents (up from 69 percent the prior year) and 87 percent of private equity respondents (up from 76 percent the prior year) expect an increase in the average number of deals completed over the next year.
Posted by Dave Smith on July 13, 2017.
If your organization outsources some of its HR services—or is planning to—you’ll likely have a set of criteria for evaluating vendors. While there are many important factors to consider, a vendor’s current or planned use of robotic process automation (RPA) is a newer and increasingly important criterion that should not be overlooked. RPA’s ability to drive efficiencies, reduce costs, free resources, and support overall HR sustainability make it a key capability. You should expect your vendor to be using RPA and understand how you can benefit from it.
As organizations strive to build a differentiated employee experience to drive engagement, growth, and a Simply Irresistible Organization™ , HR can take the lead by architecting and stewarding the HR customer experience by rethinking how HR work happens. Transitioning from cost-focused HR Shared Services to experience-focused HR Operational Services is on many HR agendas. But how do you make this shift happen? The answer may lie in applying design thinking to shape an effective, intuitive, and engaging HR customer experience.
For anyone who’s answered an email or text from a project team member on a weekend (and that’s just about all of us), it comes as no surprise that digitization has profoundly disrupted the way we work. However, this “new normal” of always-on, instantaneous communication among networks of teams is now dovetailing with another force that is equally as disruptive: a changing workforce, led by increasing numbers of Millennials. Together, these forces are impacting the service delivery landscape and calling upon the HR shared services organization to engage with employees via digital tools, often in entirely new ways.
Understanding potential HR Shared Services implementation issues ahead of time can help solve them more easily or bypass them altogether
Posted by Shannon Sheckler on August 26, 2016.
Organizations continue to explore and migrate a variety of HR work to shared services models. What originally started as a way to enhance the customer (employee) experience and save costs in transactional operations is evolving into a range of services to better support globalization, a virtual workforce, and global talent strategies. Reaching HR Shared Services’ (HRSS’) potential, however, means first clearing a few hurdles along the way. In the spirit of “forewarned is forearmed,” here are five of the most common issues you may encounter when transitioning to HRSS, along with some considerations for managing them.
We’ve devoted a few discussions to how organizations can make better use of HR Shared Services (HRSS) and why they should. Today’s HRSS centers are more innovative, more technologically proficient, and far more interactive and knowledge-based than they have traditionally been perceived. These advancing capabilities make HRSS well-suited to support another vital area of HR: COEs (Communities of Expertise). With a few targeted steps up front to help facilitate the transfer, services traditionally handled in COEs can also be handled effectively and efficiently via HRSS. The goal is not to diminish or replace COEs, but to free their resources for more value-added activities.
How accurate are your perceptions of HRSS?
Posted by Greg Vert on March 16, 2016
If you still think of HR Shared Services (HRSS) organizations as little more than call centers and data entry hubs, it may be time to reset your perceptions—and your expectations. HRSS is continuously evolving to meet a new set of demands from the businesses it supports. To meet these demands, the modern HRSS operates more like a commercial business—focused on cost control, value creation, and customer service all at once.
Just as it can be a challenge to finally nudge that profligate offspring out of the house with confidence that he or she will not reappear when things get tough, HR work moved to a service center can also exhibit the tendency to gravitate back to the originating team.
Toward a new model of managed solutions in the cloud era
With the rapidly increasing adoption of cloud-based human resources (HR) systems, forward-thinking business and HR leaders are beginning to look at the implications for their global HR service delivery models. There are exciting developments in the emerging ecosystem of HR service providers growing up around the leading cloud-based platforms. But some caution is in order as well: it is perhaps easy to get caught up in the HR-as-a-Service hype surrounding these developments without fully considering how they might work in your organization.
Before assuming that cloud-based HR systems will somehow breathe new life into the one-stop-shop HR outsourcing (HRO) model through an HR-as-a-Service construct, it might be worthwhile to step back and take a more holistic view of managed services in the cloud era. Buyers and Suppliers have different perspectives, and all eyes should be on the prize: an HR function that has the ability to drive positive, high-impact outcomes for the business, and for its people.
Posted by Laura Poindexter on November 12, 2015.
Companies originally set up HR Shared Services (HRSS) organizations as a way to centralize, save costs, and add efficiency to routine HR processes. But as technology has advanced, many of the basic transactions (e.g., inputting and updating employee data, entering a leave request) that used to be HRSS’ bread and butter have become self-service enabled, so leaders and employees can handle them without HRSS intervention. As a result, HRSS organizations have had to think about how to reinvent themselves to remain relevant to the business—including providing services that require more complex, higher-value-added interaction with employees, such as recruiting or employee and labor relations. The focus is increasingly on serving evolving employee needs and interests in line with shifts in how people live and work today. Here are four ways HRSS is innovating with the times.