浅谈人力资源共享服务中心About HR Shared Service Center

浅谈人力资源共享服务中心About HR Shared Service Center ?HRSSC is a new service delivery model

人力资源共享服务中心是一种新的服务交付模式

The whole process includes HR SSC Service delivery and performance measurement (quantity and quality of delivery), and corrective actions and taking decisions coming from data analysis.

整个过程包括HR SSC服务交付, 绩效(服务递交的数量和质量),纠正措施和根据数据分析后决定要采取的行动方案等。

Centralizing inefficiency is a recipe for one step forward, three back. Focused on handling high-volume, routine, standardized transactions efficiently and they're finding that the non-routine exceptions are gobbling up those savings and more.

把效率低下的业务集中是解决向前一步，退回三步的一剂良方。专注于高效率地处理大容量、常规、标准规范处理，才能去慢慢发现哪些非常规期望是花费资源的

?Current HRAS IS

人力资源共享服务中心现状

Focused on scale economies and consolidation

集中在规模经济和整合

Cut costs to save money (rather than improve processes to remove waste/cost)

降低成本节省的钱(而不是改善流程,以消除浪费/成本)

Driven by performance targets (SLAs)

由性能目标来驱动（服务水准）

Mechanical, scripted, focused on routine, high volume

机械作业或者手工作业,照本宣科,集中在常规的，高数量的

*HR SSC Tiers

共享服务中心的层

* Technology or Tier 0 - Fantastic Usability; Too many times we race to create a webpage or application without taking usability into consideration. Fact is that unless we make our technology usable and integrated, people will not use it...as examples of good usability is that NO TRAINING should be required.

技术层– 0级 --神奇的可用性,很多时候我们竞赛般地建立一个网页或应用程序，却没有对可用性做充分考虑。事实是,除非我们让我们的技术可以被应用和集成,否则人们将不

会使用它们。举个例子,好的可用性是不应该有培训被要求的。

* Front Office or Contact Center; Resolution on the first call with high customer satisfaction.

It's not just enough to respond to the question but it is important to do it in the right way.

前端办公或呼叫中心：有着高客户满意度的初次服务的解决方案，不仅仅是应对问题，重要的是要以正确的方式做事情。

* Back Office or Operations; Data Integrity on a timely basis with customer satisfaction. There is a little trickier. Not everything needs to be done in 24 hours (it can but it will cost money). So it will be a matter of creating a balance of KPI's to ensure that the teams are prioritizing the work that comes in while executing the proper data integrity control points

and not just copy/pasting data

后端办公室或数据操作：数据完整性、及时处理与客户满意度。有一个小技巧，不是

说所有的事情都需要在24小时内完成(它可以但它将花费更多的成本)。所以，这将需

要创建一种KPI的平衡,以确保团队考虑按照优先级处理工作,执行恰当的数据完整性控制,而不只是复制/粘贴数据。

* Employee/Manager/COE/HRBP: Resolution on the first call, proactive support and transparency. What the customer ultimately wants is to make sure that the services representative understands their issue/question, is informed on what it will take to resolved it and how long it will take and be confirmed that the issue/question has been resolved.

员工/经理/ COE / HRBP:初次服务的解决方案,积极主动支持和保持透明度。什么是客户最终想要的？客户最终想要的是服务代表确实了解他们的问题/询问,被告知如何才能解

决问题,需要花费多长时间和被及时通知这个问题/问题已经解决。

* HR Leadership and Executives: That they are getting their money's worth...extensive adoption, happy customers while making it less expensive than outsourcing.

人力资源的领导和高管:他们要得到是让他们花的钱有价值……广泛采用,满意的客户,同时比外包更便宜。

What is the most important deliverable of a HR Shared Service Center?

Why?人力资源共享服务中心最重要的交付内容是什么?为什么？

* Quality HR data management -accuracy,complete,integration

人力资源数据管理的质量—包括准确性,完整、集成度

Consider this question at a level higher than service portfolio (benefits, payroll, workforce admin, etc.), the most important deliverable is quality HR data management, or HR data with integrity. Data make the world go round. Bad data make the world go round, and round, and round... Ensuring that data is good makes everything else work better.

从一个级别高于服务组合(福利、薪资、员工管理等)的水准上来考虑这个问题,最重要的交付内容是人力资源共享服务中心管理的数据质量或人力资源数据与完整性。数据

使世界运转。糟糕的数据使世界无效地运转,打转,打转……确保数据是好让一切更好

地工作。

* Knowledge Management- both for the HR SSC tools and HR SSC agent's capability

知识管理——对HR SSC工具管理和HR SSC服务人员的能力的管理Knowledgemanagement，Within the concept of a HR SSC is arranged that the specific knowledge – usually that of HR administration, Payroll and other functions that are part of the service delivery -, is centralized in the HR SSC. So it is essential that this knowledge is managed and accessible for all users.

知识管理,具体SSC知识（通常是人力资源管理,工资及其他功能的一部分的服务交付）,是要集中在HR SSC。这些知识是必要的,是要被管理好，做到能被所有用户访问到的。

To enable HR SSC business to be an integral part of achieving business goals can be achieved only when the HRSS can maintain quality HR data, utilize knowledge through a centralized knowledge management tool and above all its ability to continuously re-invent itself to meet business demands.

为了让HR SSC业务成为实现企业业务目标不可分割的一部分,只能是通过HR SSC保持高质量人力资源数据,拥有一个集中的知识管理工具,且能够不断重新改造自身等能力

满足业务需求来实现。

*Customer satisfaction/delight for end users.

客户满意（终端客户）

Particularly for implementation of a new shared services center. You have to "win the business" of the end user to effectively lead the change. Shared services are obviously more efficient, but they can also provide better customer outcomes with faster, easier, & more reliable support through scalable channels.

特别是实施一个新的共享服务中心。你必须―赢得业务‖的最终用户才能够有效地领导变革。共享服务显然是更有效的,在共享服务的过程中，通过可伸缩的渠道也可以提供更好的客户产出、更快、更容易,和更可靠的支持。

SSC leaders can consider how to enhance the Customer Experiencein all the daily services. How to use "Seconds that counts" to make customers have a unique and memorable experience.

SSC的负责人/领导可以考虑如何在所有的日常服务中提高客户体验。如何使用“秒计数”,让服务的客户有一个独特而难忘的体验。

SSC agents need well understand the customer expectation level,of their request,concerns and problems.Hence, respond by providing well matched level of services.

SSC代理需要很好地理解客户的期望水平,他们的需求、担忧和问题。然后通过提供匹配的响应以及匹配水平的服务。

The challenge for SSC leaders is that they need have a spatial visualization capability to understand how far each service need go within the SLAs.

领导人面临的挑战是,他们需要对HR SSC的服务有空间可视化能力，能准确了解每个需求被服务的程度，如服务多少，多广泛和多深入。

*Manage the complexity/ variation

管理复杂性/变异

The most successful shared service centers are those that manage the cost of complexity and refuse to offer different services to different customers. So the HR data and customer delight can be good, but comes at a price if different customers want different data and different ways of being delighted.

最成功的共享服务中心是那些能够成功管理成本的复杂性和拒绝为不同的客户提供不同的服务。如果不同的客户需要不同的数据，客户也有着不同的被满意的方式，要求人力资源数据质量和客户满意就要付出相应的代价。

Ensuring that the end user or customer gets the resolution they need in a timely basis, and satisfactory manner. That will ensure that the business is successful as the employee's will not be distracted with unresolved issues and become frustrated that they can't focus on the task.

确保最终用户或客户及时得到他们需要的解决方案和达到满意，这将确保商业成功，

因为员工不会因被未解决的问题分心,变得沮丧,不能专注于任务。

A big problem with the shared services concept is its failure to address complexity/variation. The model, as it has been generally comprehended, demands standardization to produce results.

有一个很大的问题是共享服务概念未能解决复杂性/变异。因为通常理解的是，这个模

型要求标准化生产的结果。

Absolutely, standardization is the key to reducing cost and complexity. Here's how to describe the balancing act:

当然、标准化的关键是降低成本和复杂性。下面是如何描述这种平衡:

Think of the SSC in terms of supply and demand. Supply is what you do. Demand is what the customer needs. We attempt to standardize demand (i.e.,common policy, process, formats, tools, etc.) so that we can standardize supply (i.e., procedures, answers, outputs, etc.).

从供给和需求方面思考SSC。可以理解成这样，供应是你做什么。需求是用户的需求。我们试图把需求标准化 (常见的政策、流程、格式、工具等),以便我们可以规范供应(过程、答案、输出等)。

The problem comes when supply is standardized but demand is not, or at least not to the same degree. We've all experienced this as customers when our request situation was chocolate chunk but the service provider only knew how to do vanilla. The result is various forms of waste activity, ranging from multiple call resolutions to unnecessary escalations of errors.

当供给是标准化但需求不是标准化，或者不是同样的标准化程度，问题就会随之出现。我们都经历过这样的客户，当我们的需求情况是巧克力块，但服务提供者只知道如何

做香草。结果是各种形式的无用功活动,从多方协调才有解决方案到调不必要的升级报错。

The key is to find parity in standardization of supply and demand. So, standardization is very important and desirable. But if it is not possible, the next best thing is to make sure your delivery model can efficiently and effectively handle the requisite variation.

这里的关键是要在供给和需求的标准化之间把握到不偏不倚。因此,标准化是非常重要

的和可取的。但如果实现标准化不太可能,下一个最好要做的事情是确保你的服务交付

模型可以有效地和高效地处理必要的变化。

However, standardization too often is not possible -- sometimes for good reason, sometimes not. The shared services model must be able to effectively deal with the inherent

complexity/variation in its client organization.

然而,标准化常常是不可能的——有时是有原因的,有时不是。共享服务模型必须能够有

效地处理客户组织的固有复杂性/变异。

*Manage the Innovation

管理创新

The most successful shared services appear to be when innovation has been applied by the leadership of the partnering organizations.

最成功的共享服务看起来是当创新被合作组织的领导应用时。

It is when they use shared service activity to positively-disrupt the current ways of doing things and creates new, better and lower cost services - which people want to share in because they are so much better than what is on offer now. It must be evident that the new service is superior.

使用共享服务活动来积极重整当前的做事方法,创造新的、更好的服务和更低的成本——这人想要的共享服务,因为这种共享服务是比现在的条件好得很多。它必须明显新的服务是优越的。

*Manage the Change

管理变革

Shared Services is just shared change management - and that is where the problems lie， as we pretend it is about processes, when it is really about people. It is actually the problems encountered by most organization setting up shared services.

共享服务是共享变更管理——这就是问题所在,我们假装它是关于流程的,实际却是关于人的。这是大多数组织建立共享服务遇到的问题。The cost of complexity issue often comes from attempts to merge or harmonies the current ways of delivering the service. The outcomes are either expensive compromise or dissatisfaction in middle management because they have to change their current ways of doing thing without being part of the change process.

复杂性问题的成本往往来自试图合并或融洽当前的提供服务的方式。结果要么是昂贵的妥协或在中层管理中的不满,因为他们必须改变他们目前的方法去做事情，而不至于成为在此过程中被变化的部分。

It is not the processes that matter，it is engaging the leadership, staff and customers in design of a better, lower cost service, that matters most. Success should then follow.

它不是流程的问题,它最重要的是领导、员工和客户一起致力于设计更好的、低成本的服务。这个处理好了，成功会随后到来。

Getting people to unlearn and start using the new system is the biggest hurdle. Leadership will play an important part of driving this change.

让人们抛却以前的想法和开始使用新系统是最大的障碍。领导将扮演一个重要的部分推动这种变化。

*Manage the Customer Experience & Expectation

管理客户体验与期望

Based on our client's experiences, it is certainly customer's satisfaction。 Such as the second

S of SSC stands for Services. All other components are means to achieve customer’s satisfaction: data quality, management leadership, process automation, knowledge management, etc. At the end, to achieve customer’ satisfaction you need to match customers' requirements but (as mentioned above) it shall not stop you to be innovative.

我们客户的体验之上的是客户的满意度。正如SSC第二个S的代表的是服务。所有其

他组件都意味着达到客户的满意:数据质量,管理领导、流程自动化、知识管理等。最后,达到客户的满意你需要匹配客户需求，但(如上所述)不是阻止你去创新。

We need bear in mind a SSC isn't design to adapt to customer wishes but to

limit/control/standardize those wishes. Customers won't be satisfied until they fully understand the purpose of an SSC organization.

我们需要牢记的是，一个SSC不是用来适应客户的愿望而是限制/控制/规范这些愿望。客户是不会满意的,除非他们完全理解组织设计SSC的目的。

A SSC is such a radical change，deliverables aren't metrics (costs, process, customer satisfaction) but a brand new org design, a new way of delivering new services that, ultimately, fully support business needs (growth, acquisition, spin off, reduction of

size/headcount).

一个SSC是这样一个激进的改变，是服务交付不是衡量指标的完成(成本、工艺、客户

满意度),而是用是一种新的方式进行新服务的,最终,实现完全支持业务需求(增长、并购、拆分、减少规模和人员)。

Although we never measured KPI before the SSC transformation, known KPIs are also locking us into the past while we simultaneously design/define the future.

虽然从未在SSC转换前测量KPI，参考已知的KPI也让我们在设计/定义未来的同时囿

于过去。

Academic study evidences that there are three sets of customers for an SSC.

学术研究表面, 一个SSC至少有三个类型客户。

?The key decision makersof the partnering organizations, e.g. Chairman, Managerial Director, shareholders. No decision makers will be compromised by the restructure.

合作组织的关键决策者,例如如董事长,执行总裁,股东。这些决策者们不会受到重组的影响。

?The staff who will work on the frontline in the SSC. (but not managers or service heads who will be compromised by the restructure)

将在SSC前线工作的员工们。一般经理和主管们将不会受到重组的影响。

The users of the service ，especially honest critics.

服务的用户，尤其是哪些忠实的批评者。

Standardization cannot answer all needs unless you talk about tiny pieces of processes.But standardizing 5% of the whole thing makes little if no sense.

标准化并不能回答所有的需要,除非你谈论细节的过程。但是只标准化整个事情的5%的意义并不是很大。

We can equip us on the postgrad with necessary number of tools, techniques and templates, to bring representation from each other together to co-design the new service and co-create of the vision of what the new, innovative, lower cost service should look like. Later we can write the business case to deliver that vision. It will work out very well if done well.

我们可以通过用卡片，模拟必要数量的工具,技术和模板。我们可以在一起共同设计、共同创造的一个新的服务愿景，看起来新创的,降低成本的服务。随后我们可以写下业务案例，通过提供服务来实现这一愿景。如果做得很好，它将会行得通。

To see one step further, considering classic metrics as tools/means rather than deliverables as such, more mid-termsvs.short terms goals， the metrics are, the tree hiding the forest. It's comforting, tangible, hence where we need focus on.

再进一步看,考虑经典的衡量指标如工具/方法而不是交付物，考虑更多的中期目标而不是短期目标，衡量指标就像是那颗隐藏森林的树,是舒适的，看得见的，因而是我们应该集中精力投入的。

*Manage the SLA

管理服务水准

On measuring shared services performance,we can start with the question: How will you know the new model is a success? A variety of answers, but one answer always given is "when we are meeting our SLAs." In other words, meeting SLAs (metrics) equals success.

在测量共享服务的性能绩效时，我们可以从问这个问题开始:你如何知道新模式是成功的? 答案可能各式各样，但总有一个给出的答案是是“当我们达到了服务水准。”换句话说，达到服务水准意味着成功。

Most of us have experienced dissatisfaction with a vendor only to have the vendor look at you with an innocently perplexed expression, saying something like, "That's puzzling, because we're meeting our SLAs."

我们中大多数人都经历过这样的不满，一个供应商无辜地看着你，带着不知所措的表情,这样对您说:―这是令人费解的,因为我们达到了我们的服务水准。‖

Metrics are indicators, not results. They are like the shadows on the wall of the thing but not the thing itself.

衡量指标只是一个指标,而不是结果。他们就像墙上的东西的影子，而不是事物本身。

The reason we love metrics and SLAs is that they give us clear line of sight (or so we think) and unambiguous accountability. When we start looking at true deliverables, such as the more "spectacular" ones, these lines become blurred.

我们之所以喜欢用衡量指标和服务水准是因为他们能给我们清晰的视线和明确的问责制。当我们开始寻找真正的可交付成果,比如更多的能公开展示的成果时,这些界限就变得模糊了。

To get away from activity-based metrics we need to get comfortable with shared responsibility. We also have to get comfortable with customer perceptions often being the best measure, because only the customer experiences the true outcome. Hard metrics give us an objective yardstick by which to measure success, even though the measure itself may not be what's really valued by the organization.

为了摆脱基于活动的衡量指标，我们需要适应共同责任。我们还必须适应客户的认知往往是最好的衡量,因为只有客户体验才是真正的成果。硬指标给我们一个客观的标准来衡量成功,即使测量本身可能不是组织认为真正有价值的。

Shared Services are about duplication of effort, so it usually starts with jobs cut to gain immediate efficiencies in payroll costs. The leadership/management is the easiest and most economic ones to cut.

共享服务是关于重复的工作,所以，它通常开始想通过工作削减（工资成本降低）立即得到效率提升。削减领导层/管理层是最简单经济的。

That is why there is plenty of evidence to indicate that shared service concerns rapidly reduce themselves to "will I still have a job" or "will my power be reduced" - individualism rules and the complexity of people, power and politics kicks in.

这就是为什么有大量证据表明,共享服务问题迅速自己减少至“我还会有工作？”或“我的权力是要减少了”——由于个人主义规则和人的复杂性,权力和政治介入。

*SSC &HR Goals

共享服务中心与人力资源目标

To answer a simple question: What is the business goal of HR? For his clients, mostly dentists and veterinary doctors, the answer is simple - more patients, more revenue, more profit. A dentist could have the goal of making everyone look better and smile more, but that's not a business goal).

回答一个简单的问题:什么是人力资源的业务目标?绝大多数的牙医和兽医医生会说,为了自己的客户,答案是简单的——更多的患者,更多的收入,更多的利润。牙医可以有一个

目标,是使每个人都看起来更好和更多的微笑,但这并不是一个业务目标。

It occurs that perhaps the reason we struggle so much with measures in HR is our struggle

with this basic question. Let's face it, if we had a goal as simple as "more profit" the task

would be much easier.

也许我们在人力资源领域之所以有太多的纠结的原因是我们在这个基本问题上的纠结。让我们面对它,如果我们有一个简单的目标“更多的利润”，这就会容易多了。

Attract, retain, reward. Ensure compliance. Enable the business through people,etc. But nothing nearly as clean as "make more profit" is forthcoming. Of course, reducing cost is a

way to increase profits, so any cost center in an organization can claim that as their goal.

吸引、保留、奖励。确保合规。使企业通过人,等等。但没有比“赚更多的利润”更简

洁明了的。当然,降低成本是提高利润的一种方式,所以组织中的任何一个成本中心都可

以声称降低成本是他们的目标。

What is the goal of HR?The number of possible stakeholders is finite but complex itself –is an organization’s leadership (e.g., CEO or CFO), is "direct customers" (employees and managers), is the HR Community (where they are looking for relief from handling HR "service delivery" activities), etc.

人力资源的目标是什么?可能的利益相关者的数量是有限的,但本身复杂的——组织的

领导(如,首席执行官或首席财务官),是―直接客户‖(员工和经理),是人力资源群(他们

正在寻找处理的人力资源―服务交付‖活动的减负)等。

Answering the stakeholder question will at least focus the "most important" response to what that stakeholder group values most (e.g., if it's the CFO,who he/she may care about customer satisfaction and knowledge capture the discussion will surely come back to financials and economics ultimately).

回答这个问题将会至少关注利益相关者的“最重要”的反应,即利益相关群体最关心最

看重的事情是什么？(如,如果是CFO,可是,他/她可能关心客户满意度和知识信息的捕捉，这样的讨论肯定会最终回到财务和成本上来)。

The most important deliverable will depend on the stakeholder and which part of the service center:

最重要的交付内容取决于利益相关者，和服务中心的哪一部分:

First all， deliverables need to be substantially better than what was provided before. Failure

- why spend the money.

首先，所有可交付成果需要明显的比以前提供的要好。失败了——为什么要花这笔钱？Second，Better customer service.Cost effective service delivery.A delivery engine which is scalable and can accommodate growth of all administrative HR processes.

第二,更好的客户服务;成本有效的服务交付;一个可扩展的,并且可以适应增长的行政人

力资源流程的交付机制。

The Number-one deliverable in any shared services environment is... Expectations! It is the setting of expectations and then the delivering of them.

任何共享服务环境第一个可交付的是……期望!是期望的设置,然后交付实现期望。

*SSC Compliance

共享服务中心合规

To ensure control and tracking, the compliance process of the most important deliverable of a SSC in place is in accordance to e.g. SOX/internal/external audit.

确保控制和跟踪,SSC最重要的可交付要符合SOX萨班斯法案/内部/外部等审计以确保流程合规。

To keep SSC operation compliance and smoothly run is the foundation for SSC’s future improvement and optimization and reinvention to win a table in the organization.

保持SSC合规和顺利运营是确保SSC在未来有精力通过改进、优化和再造在组织中赢

得一席之地的基础。

Summarized by Annie Li

Jan 29th2013, Tianjin 。