An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland's experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

The HR function is having to adjust itself to the implications of the globalisation of business activity. This has meant adjusting its philosophy, policies and practices to fit new organisational imperatives, as well as creating its own refashioned service delivery model. Peter Reilly and Tony Williams's Global HR explores the key issues of building an international brand, culture and talent pool, whilst contributing to business and functional transformation, drawing on examples from multinationals in telecoms, fast-moving consumer goods, manufacturing, software, services and commodities. In doing so, they offer insights into managing people and businesses that no organization can ignore.

HR has sought to reposition itself as a strategic contributor to organizations. To facilitate this, it has restructured, bringing in shared services, business partners and centres of expertise, simplifying, automating and rationalising processes, and devolving some activities to managers, whilst outsourcing others. HR has yet to give sufficient attention to the capability of the function to deliver against the added value promise. This book looks at the developments that have brought HR to its present position. It sets out a vision of where HR might be headed, including a definition of its role and activities. It identifies a number of challenges that HR will have to face if it is to be effective. These include not just skills, but problems with structures and relationships with stakeholders, be they line managers or employees. The authors also highlight ways of monitoring HR performance and of demonstrating its value. It all adds up to an authoritative reference guide for all HR directors seeking to define their role and future aims, for those new to the function on the challenges they will face, and for senior executives on what they should expect the added value to be from their HR function.

An efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland's experience of introducing HR shared services, providing a unique insight into the reality of this new way of working.

"Evidence-based Reward Management" presents an analysis of the current failure of organizations to assess the effectiveness of pay and reward practices. It considers the reasons for this and outlines the damaging consequences of it. By examining recent developments in human capital information and measurement it looks at how HR can construct effective reward for improved performance, both for the individual and organization.
The authors present the tools, and techniques that can be applied to practice evidence-based reward management, including a model which sets strategic goals, reviews current policies, looks at how to pilot and make changes and improvements and explains how to monitor and adapt on an ongoing basis.
Fully illustrated with case studies including McDonald's, Standard Chartered Bank, and KPMG, "Evidence-based Reward Management" will help HR professionals to assess and communicate the effectiveness of reward in a meaningful and informed way.

The Catholic University Of America, Canon Law Studies, No. 97.

The Catholic University Of America, Canon Law Studies, No. 97.

Estimating your future workforce requirements is an inexact science. But a number of different techniques exist to help you do this, as well as to calculate the state of the labour market in the short to medium-term - and assess any problems or implications that result. This audit will help ensure that you have reliable monitoring and planning systems in place, so that implications for strategic and cost planning can quickly and easily be assessed. Use it to check the effectiveness of existing systems or to plan and implement new ones. After explaining the concept of HR planning and its usefulness, the audit covers these steps: 1.How to develop and introduce an effective HR planning system. 2.How to estimate workforce requirements (the audit sets out 11 different techniques - pick the one(s) that look best for your type of business. As a check, you can also use these techniques to calculate how many staff you need now. 3.Understanding and predicting the available labour supply. 4.How to analyse the supply and demand balance - and deal with a surplus or a shortfall. 5.Handling the implications for: recruitment, internal redeployment, pay & rewards, training & development, and employee retention. 6.Monitoring your plans - how to develop a system that will give you reliable early-warning of problems ahead. Twelve detailed questionnaires help to concentrate and refine the audit team's work and the audit also includes worked examples (for example, of a labour-market review and an internal labour-market map) to complete the picture.

This audit pulls together all the other HR audits. Drawing on what you know about people policies, pay and remuneration, training and leadership skills you can now measure the real importance of your HR function. This audit is not designed to threaten or 'call to account' the HR function - there will inevitably be areas where it is performing well and areas where it is not. Instead, it is designed to highlight: Those responsibilities of the HR function where more time and resources should be focused Times when the organisation should involve the HR function more closely in strategic planning or in the implementation of its strategy New and beneficial ways of structuring or restructuring the HR function Ways in which information, skills and knowledge available to the HR function can be more widely used and shared New responsibilities which the HR function should take on, and others which it may be able to pass to other functions, line managers, teams or individual staff Finally, the audit outlines ways of monitoring the performance of the HR function and how it compares against other organisations. Part 3 of the audit suggests dozens of tried-and-tested questions that will help the audit team reach well-informed conclusions and present clear recommendations for change.