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The talent struggle HR shared services face |
Cindy: The talent struggle HR shared services face
Posted on: October 15 2009
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Maturing HR shared service centres in Asia Pacific face a growing challenge of recruiting and retaining capable talent as they look towards expanding and optimising their operations to more countries.
Adrian Ole, practice lead for Deloitte''s human capital services Southeast Asia, says plans for optimisation usually occur once shared service centres achieve a "business-as-usual" state. "As they become more proficient at providing shared services to the operations within one country, they start to open more doors to more countries, more processes like finance services or supply chain." As the number of shared service centres increases, there is more demand for specialised talent.
Hence, maturing HR shared service centres in the Asia Pacific region are facing a growing challenge of finding and retaining the right people with the right skill sets. Selection criteria include the right mix of language, personality and customer service mindset to work in the centre itself in order to meet the company''s needs. However, Ole says, "It''s not as simple as moving into a country and putting out a wanted notice for HR professionals, plus you have the issue of what shared service centre is seen as."
Does an HR professional want to be working in the shared services? Particularly in countries like Malaysia and the Philippines where they have become popular locations for HR shared service centres, questions Ole. Furthermore, the perception is that it has never been seen as an ideal career path within the organisation although it is slowly moving up the value chain. Instead of handling only transactions such as international transfers, specific benefits or personal requirements, the HR shared service professional is spending more time interacting with employees now. "It could be a place where people like to work for a period of time as part of their career."
It''s also maintaining the levels of efficiency and process standardisation that were promised by the centre in the first place as "it is very easy for HR to take in four or five different directions in many cases". Lastly, shared service centres should never be stationary, says Ole. "What''s the next step? They should always be looking for the next step to be more efficient and have a better impact on the business." That includes "reducing the price per transaction or price per case", he adds, and "adding more value in providing more business intelligence" to line managers and senior executives.
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