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.
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.
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.
Instead of choosing between HR outsourcing and shared services, many companies opt for a blend of both
Posted by Annalie Radburn on October 20, 2015.HR Outsourcing (HRO) and HR Shared Services (HRSS) have been common HR operating models for many years. Both models offer value, and each approach has specific strengths and considerations. While organizations have commonly leaned towards one or the other, in recent years we’ve seen a trend toward a more blended approach. Many organizations are finding they can strategically adopt shared services for certain functions while outsourcing others in order to reap benefits from both models.
How the cloud is helping to elevate talent needs in HR Shared Services
Posted by Gautam Shah on September 9, 2015.
Are you a leader in an HR Shared Services organization?
Are you a member of an HR Shared Services organization?
Are you evaluating or implementing a Cloud/SaaS solution for HR?
Are you transforming your HR function?
Are you setting up a new HR Shared Services organization?
Are you insourcing your HR service delivery?
Are you responsible for managing talent in your HR organization?
If you answered “yes” to any of these questions, you might find some useful nuggets here.
Over the past 5+ years, we’ve seen a tremendous surge in the number of organizations moving to the cloud. Cloud or Software-as-a-Service (SaaS) technology has disrupted the HR function across multiple dimensions—organization, process, people, and technology—including the HR Shared Services (HRSS) organization and its people. This disruption, coupled with the changing perception of the shared services organization from a traditional back-office administrative function to a strategic value-added operational function, has resulted in the need for different talent and skills to support this elevated position.