{"id":3717,"date":"2018-12-14T15:52:47","date_gmt":"2018-12-14T15:52:47","guid":{"rendered":"https:\/\/www.peeriosity.com\/shared-services\/articles\/?p=3717"},"modified":"2022-09-05T18:39:37","modified_gmt":"2022-09-05T18:39:37","slug":"effectively-defining-the-scope-of-hr-shared-services","status":"publish","type":"post","link":"https:\/\/www.peeriosity.com\/shared-services\/articles\/2018\/12\/effectively-defining-the-scope-of-hr-shared-services\/","title":{"rendered":"Effectively Defining the Scope of HR Shared Services"},"content":{"rendered":"

Introduction<\/strong><\/span><\/p>\n

Determining the process areas that best fit within the scope<\/a> of HRSS depends on a number of factors that can vary from company to company, including geographic design, culture, and technology infrastructure.\u00a0 This research abstract highlights the experiences of a major corporation that recently shared their experiences in determining their Human Resource Shared Services (HRSS)<\/a> scope of services and how they keep that up to date as Shared Services and the company continue to evolve.
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Company Experience<\/strong><\/span><\/p>\n

During a recent Peeriosity PeercastTM<\/sup>, the Senior Director of Human Resources for the Global Shared Services organization at Peeriosity member company presented the evolution of their HRSS operation.\u00a0 The company is a global manufacturing company with over $10 billion in revenue and 50,000+ employees in more than 100 countries.<\/span><\/p>\n

The company first shared its business drivers for their HRSS operation, which included increased effectiveness for the HR business partners with a singular focus on driving business results, increased efficiency for HR Shared Services through improved employee support and more consistent delivery of HR services, and enhanced risk management and compliance by establishing deep expertise, control, and audit in HRSS.\u00a0 \u00a0\u00a0<\/span><\/p>\n

As part of the process to determine the services to be provided, HRSS management met with key HR leaders to review the HRSS model.\u00a0 They reviewed a list of all HR activities performed, analyzed where and how the work was being done and by whom, and then agreed to a list of activities that would move to HRSS based on answers to questions regarding staffing & activities considerations, systems considerations, and regional pain points.\u00a0<\/span><\/p>\n

Some of the lessons learned in carrying out this effort include the following:<\/span><\/p>\n