HUMAN Capital - Summer 2013 - (Page 19)

FEATURE The Future of HR Shared Services BY JODI BAKER CALAMAI FOR MORE THAN 15 years, organizations of all sizes and levels of complexity, in virtually all industries and around the globe, have worked to improve the effectiveness and efficiency of their HR operations. Not surprisingly, organizations across Canada and specifically Alberta have followed suit. More recently, these organizations have combined a mix of insourcing and outsourcing HR Shared Services - both broadly and selectively - with ever-improving technology for customers and operators of HR services. The same trend has been prominent in Western Canada, with multiple public sector organizations setting up HR Shared Services, outsourcing selective services to third-party providers, and implementing new HRIS technology. These changes enabled faster implementation of future state visions. As more organizations in Canada and beyond globalized and grew, the complexity of those requirements increased. The cost and challenge of supporting HR needs increased as CREATING FUNCTIONAL SPECIALIST ROLES WITHIN HR SHARED SERVICES MAKES IT POSSIBLE FOR WORKERS WITH IN-DEPTH PROCESS KNOWLEDGE AND EXPERTISE TO DELIVER THOSE IMPORTANT, YET ADMINISTRATIVE, SERVICES ACROSS THE ENTERPRISE. well. In this environment, Shared Services became a tool for delivering complex needs efficiently. Shared Services. To get there, HR Shared Services will have to bring significant improvement to: Many large and midsized organizations turned to outsourcing as a way to realize the future state of HR service delivery. Th is trend echoed through all major industries in Canada, from public sector, to fi nancial services and aerospace, with significant uptake in Western Canada’s public sector. They transferred a large portion of the HR department’s processes, technology, and people to outsourcing providers with the expectation that those firms would effectively transform the delivery of HR. Today, we know that the fully outsourced approach to realizing business objectives proved more challenging than many anticipated. Th is became clear with recent moves to switch providers, change the scope of contracts, and bring the majority of services back in-house. • Driving an organization’s talent agenda within Alberta, across Canada or in global markets • Accelerating mergers, acquisitions, and divestitures while improving the quality of integration • Improving Leaders’ ability to focus on the core business through high-quality HR services As Deloitte’s 2011 Global Shared Services Survey reaffi rmed, overall Shared Services deployments have moved the needle in the areas their designs called for. Cost reduction, controls, and process efficiency are the top three outcomes across North America and globally - and these results have remained consistent over the last few years. Organizations across Canada continue to work towards similar goals. In the new vision of a future state, effectiveness and efficiency are table stakes. To realize this vision, businesses in Alberta, Canada, and around the world must drive profitable growth, flow talent seamlessly around the enterprise, and permit increasingly rapid merger, acquisition, and divestiture transactions on a grand scale. Together, these needs define a new future state for HR The New Future State For HR Shared Services Profitable global growth, entry to emerging markets, flowing talent across a complex enterprise, and increasing the speed to productive outcomes of significant corporate transactions are among today’s top business demands in the Canadian business landscape. They will likely remain well into the future. These demands can bring a variety of new people-management challenges, and HR should prepare and organize the delivery of services to address them actively, efficiently, and with increased value. The future HR Shared Services capability must take accountability for managing overall HR inquiries, transactions, and administrative services. It must drive the identification, attraction, development, and movement of talent across the enterprise. It must deliver people-related services to support the rapid execution of corporate transactions, locally in Alberta, nationally across Canada, and around the globe. Whether or not an organization has implemented a Shared Services model, it may seem a steep challenge to expand the role of HR Shared Services beyond the current state. HUMAN CAPITAL O SUMMER 2013 O 19

Table of Contents for the Digital Edition of HUMAN Capital - Summer 2013

Leadership Matters
Economic Pulse
Association News
What's Next for HR? Trends and Competencies
The Emergence of HR Shared Services
The Future of HR Shared Services
Linking HR Strategy to Business Strategy
How Google is Using People Analytics to Completely Reinvent HR
CHRP Credibility on the Rise
Looking to the Future: What Will Make HR Successful?
Games People Play: Shaping a Strategic Workforce
HR LegalEase
Suppliers Guide/Index to Advertisers/

HUMAN Capital - Summer 2013