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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.
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