Globalizing HR Shared Services
Shared Services is a centralized organization in-house or outsourced that provides a common set of services for a group of customers. It has become more of a necessity for organizations as there are great benefits, such as increasing productivity and reducing costs to gain as a return.
Shared services have become a core component of global organizational strategy. And organizations that are involved in shared services are looking to expand. They are seeing that the scope of shared services is expanding beyond transaction processing to Centers of Expertise.
However, developing shared services in a single country presents a familiar range of challenges…doing it in a global context brings additional challenges that are not simply incremental but transcend the domestic issues, substantially multiplying the complexity of the undertaking.
Most critically, the global Shared Service Model must be sensitive to the needs of local business operations so a not to fall victim to an overly bureaucratic or ethnocentric approach.
Additional issues include that most shared services organizations don’t have a formal corporate governance structure in place and organizations tend to overestimate savings and underestimate project costs and the level of effort.
Karen Beaman, Chief Executive Officer and Global Strategic Advisor of the Jeitosa Group International, discusses with Human Resources IQ the key issues that are arising in the globalization of Shared Services for human resources, outlining the major differences to be considered on the global stage.
HR shared services | shared services model | shared services center | globalizing HR shared services | Karen Beaman | The Jeitosa Group International
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