Driving a Customer-Centric Employee Experience Through HR ...

[Pages:30]HR SHARED SERVICES STUDY

Driving a Customer-Centric Employee Experience Through HR Shared Services

Research highlights from the Kincentric Study on the Evolution of HR Shared Services

HR SHARED SERVICES STUDY

Table of Contents

Executive Summary ________________________________ 3 Business Priorities Driving Adoption of HR Shared Services _____________________________ 4 Expanding Scope of Services ______________________ 7 Deploying the Right Supporting Technology ________ 11 Choosing the Right Location ______________________ 16 Aligning HR Shared Services in the Organization ___ 19 Achievement of Objectives Through HR Shared Services _______________________________ 23 Conclusion _______________________________________ 26 Survey Demographics _____________________________ 28

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Driving a Customer-Centric Employee Experience Through HR Shared Services

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Executive Summary

As organizations set their sights on profitable growth, there has been a seismic shift in what executive leadership expects from the human resources (HR) function regarding business strategy support. At the same time, employees increasingly expect HR to deliver a consumer-grade experience similar to what they receive from leading brands.

As a result, HR leaders are doubling down on shared services to help them refocus their resources and put greater emphasis on delivering enhanced customer service and better talent strategies, initiatives, and programs. Kincentrics's 2017 HR Shared Services Study was conducted in order to gain a better understanding of the growth of HR shared services in today's complex business environment. Questions centered on topics such as:

? Why is your organization considering a move to shared services? ? What scope of services will be delivered via this model? ? Are you bundling other business functions with HR? ? How will your employees access and interact with HR shared services?

Key insights uncovered and discussed in more detail throughout the rest of the report include:

? Delivering a better customer experience--rather than cost reduction--is the main driver behind implementing an HR shared services model.

? Organizations are placing greater trust in HR shared services to handle complex ? administrative processes. ? Despite the growth in global business services, the majority of organizations

continue to maintain HR shared services as a stand-alone function. ? Organizations are deploying shared services centers in multiple regions and

languages to provide a more customer-centric experience.

"...employees increasingly expect HR to deliver a consumer-grade experience..."

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Driving a Customer-Centric Employee Experience Through HR Shared Services

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DRIVING A CUSTOMER - CENTRIC EMPLOYEE EXPERIENCE THROUGH HR SHARED SERVICES

Business Priorities Driving Adoption of HR Shared Services

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Driving a Customer-Centric Employee Experience Through HR Shared Services

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Business Priorities Driving Adoption of HR Shared Services

Regardless of whether they are selling a product or a service, organizations rely on their employees to deliver a positive experience for their customers. Since the workforce plays a pivotal role in driving the success of the company, it logically follows that services should be delivered to employees in a similar fashion. Increasingly, organizations are recognizing the need to innovate and deliver enhanced service to both their internal and external customers.

HR is seeking to deliver a consumer-grade experience in every interaction throughout the employee life cycle. Yet many HR models are decentralized and siloed, leading to problems with scale, integration, and lack of consistency in delivery, process, and supporting infrastructure. These barriers hinder organizations in their effort to deliver a frictionless experience. As a result, HR leaders often find themselves engaged in low-value activities, preventing them from serving as strategic advisors and drivers of growth and innovation.

COMMON CHALLENGES WITH HR MODELS

Employee Frustration

? Broken processes ? Multi-page job aids for basic

tasks ? Tactical verses holistic HR

customer service ? Not knowing where to go for

what ? Multiple systems that don't

talk to one another

Fragmentation and Silos

Inability to Meet Business Needs

? Functional silos ? Lack of alignment with

business needs ? Inability to mobilize resources ? Lack of integration ? Misaligned HR leadership team

? Lack of understanding of what strategic HR means

? Program focus vs. outcome focus

? Mismatch of capabilities ? Reactive vs. proactive ? Lack of meaningful

measurement

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Driving a Customer-Centric Employee Experience Through HR Shared Services

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Customer Experience is Driving the Move to Shared Services

In order to reduce employee frustration, eliminate fragmentation, and free up time to focus on more strategic activities, HR leaders are rethinking their HR service delivery models. As a result, HR leaders are turning to a shared services model. While cost reduction remains a key objective

behind the deployment of shared services--cited by 71% of respondents as "very important"--it is eclipsed by the desire to improve delivery capabilities (90%), improve customer satisfaction (77%), and enable HR transformation (73%).

OBJECTIVES DRIVING HR SHARED SERVICES DEPLOYMENTS

Very Important

Somewhat Important

Not Important

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

3%

5%

10%

23%

24%

24%

90%

77%

73%

71%

Improve Delivery Capabilities

Improve Customer Satisfaction

Enable HR Transformation

Reduce Cost

35%

32%

35%

46% 46%

65%

23%

19%

Achieve Process Harmonization

Scale for Future

Mergers & Acquisitions

Integrate HR for Prior Mergers &

Acquisitions

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Driving a Customer-Centric Employee Experience Through HR Shared Services

HR SHARED SERVICES STUDY

DRIVING A CUSTOMER - CENTRIC EMPLOYEE EXPERIENCE THROUGH HR SHARED SERVICES

Expanding Scope of Services

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Driving a Customer-Centric Employee Experience Through HR Shared Services

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Support for Complex Total Rewards Work Activities is on the Rise

The top processes in scope for total rewards are health and welfare benefits (91%), leaves of absence (82%), and base pay services, such as managing merit and other base pay changes (78%). Notably, more than 40% of organizations surveyed said they deliver highly complex HR transactions--

including global relocation (53%), executive compensation (44%), and stock/equity plans (43%)--via a shared services model. This points to a promising trend toward greater trust in shared services' ability to handle complex administrative processes.

PROCESSES IN SCOPE--TOTAL REWARDS

In Scope

Not In Scope

H&W Benefits Admin LOA Admin Base Pay

Savings/401K Bonus/Incentive Plans

Pension Admin Domestic Relocation

Disability Admin Inpat/Expat Admin

Perquisite Admin Global Relocation

Executive Plans Stock/Equity Plans

91% 82% 78% 71% 68% 66% 62% 60% 59% 57% 53% 44% 43%

0%

20%

40%

9% 18% 22% 29% 32% 34% 38% 40% 41% 43% 47% 56% 57%

60%

80%

100%

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Driving a Customer-Centric Employee Experience Through HR Shared Services

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