In 2008 we opened our HR service center in Kochi, India with 20 employees. Today we employ almost 1,000 HR and payroll specialists who, between them, support over 3,200 clients who, between them, have global HR and payroll functions in more than 13 countries. This is a highly complex operation, made incredibly simple by the skills and commitment of the NGA HR team in Kochi.
It’s now 18 years since Dave Ulrich published his classic book on Human Resource Management (Human Resource Champions). A generation of HR professionals used the ‘Ulrich model’ as the basis for transforming their HR functions, based on the idea of separating the HR policy making, administration and business partner roles.
Transitioning to shared services can help HR organizations transform into more strategic functions that provide maximum value to the business. Part 1 of this post discussed the first of four key insights into this process, the importance of successfully building expectations and an appreciation for shared services with stakeholders throughout the business. Part 2 covered the need to integrate implementation of the entire shared services model rather than individual components in isolation. In Part 3, we explored how to find the delicate balance between a global service model and loca
Transitioning to shared services can help HR organizations transform into more strategic functions that provide maximum value to the business. NorthgateArinso’s experiences with a varied client base provide critical insights into how to approach the transition to shared services most effectively. Four of those key insights include the following:
1. Think business
2. Consider the entire HR service model
3. Balance the global service model with local requirements
4. Manage the HR shared services talent