HR Shared Services: A Fresh Look

There’s nothing like a recession to demonstrate the efficacy of the shared services delivery model for human resources (HR). Learn how organizations experienced with HR shared services find the model efficiently handles day-to-day administrative transactions—including delicate issues such as the paperwork aspects of layoffs—freeing staff to focus on morale and other talent-related issues caused by economic downturn.
  • Written By:
  • Published On:
  • (Originally Published On:) )
 
comments powered by Disqus


Featured publications:

VoIP Introduction

VoIP uses internet protocol data packets to transfer voice, fax, and other data over the shared network, rather than the traditional public switched telephone network (PSTN), which is based on copper wires carrying analog voice data over the dedicated circuits. VoIP, in contrast to PSTN, uses what is called packet-switched telephony, whereby the voice information travels to its destination in individual network packets across the Internet that are assembled and then converted to voice. Learn the basics of VoIP by reading this white paper, which includes explanations of coding and protocol for VoIP, and a look at quality and myths about VoIP.
  • Written By:
  • Published On:

How Shared Services Can Increase Your Organization’s Efficiency and Productivity

By consolidating common functions so that fewer people and systems are supporting a broader group of business units, shared services can help your company leverage economies of scale in these areas. However, before you can successfully execute such a change, the people and systems of your organization need to be ready. This white paper discusses the steps that need to be considered when moving to a shared-services model.
  • Written By:
  • Published On:

You may also be interested in these related documents:

Wipro Spearheads a Global HR Transformation Program for Credit Suisse

Credit Suisse, a global banking and financial services company, embarked on a global HR transformation program in early 2008 to create a number of shared service centers primarily focused on back-office HR operations. After evaluating a number of vendors for delivery capabilities, cost effectiveness, and a host of other factors, Wipro was awarded the contract. This case study by Everest Group provides a 360-degree view of this engagement.
  • Written By:
  • Published On:

Improving HR through Business Process Outsourcing

In this interview, IDC's program director for human resources (HR) and talent management services answers five questions about business process outsourcing (BPO) for HR. Learn why, for BPO to be successful, service suppliers need to balance support for underlying technology with their ability to achieve economies of scale through technological innovation, and how the role of technology affects the success of BPO projects.
  • Written By:
  • Published On:

Improving Human Capital Management in the Public Sector

Given the challenges facing governmental human resources (HR) departments, HR organizations need to take a hard look at their operations, and face the realities of what works—and what doesn’t. Shared services are the largely predominant organizational structure for delivering HR, and public sector HR executives must determine what must be done to take their organizations to the next level.
  • Written By:
  • Published On: