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HR Shared Services

Implementation Overview

Amulya Nidhi

•Human Resource activities are not limited to the

mentioned processes and events.
•This is an overview of my understanding and approach
towards setting up an HRSSC and illustration of my
understanding of the processes.
•Every process can be further broken to find the right
alignment as per the client’s requirement and

•Reduces cost and operational time.

•A potential profit centre.
•Greater HRBP focus on business and strategy.
•Centralized repository of knowledge.
•Adherence to internal and external compliance and
efficient monitoring.
•Better employee experience.
Assessment Design Create/ UAT Implement Improve

• Technology • Operating • Create detailed • Transition • Process

landscape model process map roadmap and improvement
• Process • Create vision • Define scope process • Past vs
landscape and scope and • Communication present
• Current cost • Identify tasks responsibility • Training of the analysis
and cost • Identify of process business/RO • Technology
benefit processes owners • Phase wise improvement
analysis • Create • Create/ rollout • Operational
• Identify process/task modify/ • Signoff SLA analysis for
challenges split procure after successful any
and how to technology implementation interventions
• Create
overcome aspects to in the pilot
them meet the needs phase
• Feasibility of the SSC
• Define
study • Test the
Technology for
efficiency and
• Define bugs
• Hiring
• Training of SSC
• Technology
• Location setup
• Define SLA’s
with the stake
• Define

•The assessment phase includes the evaluation of

existing technical and non technical capabilities of the
organization to check whether the landscape is
capable of sustaining an HRSSC.
•In case of additional procurements needed, a cost and
benefit analysis is to be done.
•Feasibility study will revel the effectiveness of
implementation on the cost and time analysis in the
existing vs. planned mode of operations.
•Identification of challenges initially will enable smooth
Major Processes in HR Life Cycle
Process Splits Information Responsibility
Talent Acquisition Job Opening Due to expansion/ separation RO
WFA & Position Management Creation of position On the HRIS HRSSC
Talent Acquisition Creation and posting of Requisition On the ATS HRSSC
Talent Acquisition Bifurcation of received applications On the ATS HRSSC
Talent Acquisition Sourcing of passive application On various portals Shared
Talent Acquisition Sharing of Preliminary selection process links Emails HRSSC
Talent Acquisition Interviews RO
Talent Acquisition Generation of offer letters On the ATS and HRIS HRSSC
Talent Acquisition Negotiations RO
Talent Acquisition Reoffer On the ATS and HRIS HRSSC
On the HRIS through the ATS or
Talent Acquisition Input Employee details on the system Manually HRSSC
Talent Acquisition Joining RO
Talent Acquisition Induction RO
L&D Training need Identification RO
L&D Arrangement of training sessions RO
L&D Creation of L&D Events on the system On the L&D Application HRSSC
L&D Tagging participants to the event On the L&D Application HRSSC
L&D Feedback on the Training On the L&D Application/ Emails HRSSC
WFA & Position Management Employee data updation On the HRIS HRSSC
Performance Management Opening of performance document On the HRIS HRSSC
Performance Management Closing of performance document On the HRIS HRSSC
Performance Management Performance Discussion RO
Performance Management Appraisal queries and grievance RO
Follow up communication for performance evaluation
Performance Management process Over the email/phone/other HRSSC
WFA & Position Management Employee events Promotion/ Confirmation/ Transfer HRSSC
ESS Employee Self Service Approvals HRSSC
Reporting MIS and Reporting on key metric From all the systems HRSSC
Reporting Reporting from the system From all the systems HRSSC
Reporting Data analysis HRSSC
Payroll Payroll inputs From the HRIS Shared
Payroll Payroll queries HRSSC
Employee Experience Grievance Redressal RO
Employee Experience Employee Engagement RO
Employee Experience Retain RO
WFA & Position Management Separation On the HRIS HRSSC
WFA & Position Management Modification in the position On the HRIS RO
Example of Talent Acquisition Workflow
Negotiation on
Manpower compensation/ Date
requirement of joining/ other

Onboarding activities
Creation of like background
Sharing of offer letter
Requisition on ATS verification, medical
examination etc.

Posting of requisition Selection process

on multiple channels (Interviews)

Sharing of
Bifurcation of
Preliminary Selection
applicants on the
process (Aptitude Carried out by SSC
basis of criteria
test/ case study) Carried out by Business
Steps in Talent Acquisition

Sharing of Preliminary
Manpower Updating the RO on the Selection process
requirement request tool (Aptitude test/ case

Raising Bifurcation of Carried out by SSC

Updating the RO on the
request(Ticketing Tool/ applicants on the basis
request tool
Email) of criteria Carried out by Business

Assignment of ticket to Updating the RO on the Selection process

a SSC employee request tool (Interviews)

First response by the Onboarding activities

SSC employee on the Posting of requisition like background
Sharing of offer letter
request tool intimating on multiple channels verification, medical
about assignment examination etc.

Negotiation on
Resolve queries with Creation of Requisition
compensation/ Date of Re-offer
RO(if any) on ATS
joining/ other factors
Reporting and Measurement

The reporting and measurement of various aspects of

an HRSSC can be broadly classified in three verticals:


Quality Time
Reporting and Measurement
Talent Acquisition Position Management
1 No of requisitions created 1 No of positions created
2 No of prescreenings done 2 No of positions modified
3 No of onboardings initiated 3 Average time to create a position
4 Average time taken to create a requisition 4 Average time to modify a position
5 Average time taken for prescreening 5 No of position creation tickets reopened
6 Average time taken to initiate onboarding 6 No of position modification tickets reopened
7 No of requisition tickets reopened Performance Management
8 No of prescreening tickets reopened No of performance documents created/ closed/
9 No of onboarding tickets reopened modified
Workforce Administration 2 Average time to create/ close performance document
1 No of Add a person transictions done 3 No of performance doument tickets reopened
2 No of Job data/ personal data modified Learning and Development
3 Average time taken to add a person 1 No of learning events created/ tagged
4 Average time taken to modify personal/job data 2 No of session feedback accumulated
5 No of add a person tickets reopened 3 Average time to create/ tag events
6 No of job data/person data tickets reopened 4 Average time to accumulate session feedback
5 No of event creation/ tag tickets reopened
6 No of feedback accumulation tickets reopened
Ticket/ Request Summary Format
Request Request
S. No. Ticket Category On hold On going Reopened
received processed
1 Example Count Count Count Count Count
KPI Dashboard Summary Format
Request Request %age Average First Time
S. No. KPI
received processed processed Time Right %age
1 Example Count Count A% B Days C%

•A similar approach can be followed for all the micro and

macro processes.
•Workflow and process flow may vary from client to client
per case basis and the governing compliances of the client.
Dashboard Example
Attrition Warning Dashboard

Total Satisfied Hi Po's HIGH RISK

1000 471 754 273

High Risk

146 127 147 354

Not Satisfied Satisfied

383 344

Low Risk

High Risk

70 203

Low Capacity High Capacity

176 551

Low Risk
Dashboard Example cont.

Imaginary data of a company of 1000 employees is created

to build the dashboard.
Key data points used:
1. Employee satisfaction survey score.
2. Employee capacity and position importance.
3. Risk indicators which include the following:
•External career page access
•Salary slip downloads
•Attendance trend
•Productivity index
The data is put into 4 quadrant matrix to identify high
importance positions or employees indicating exits.
1. Satisfaction vs. Risk.
2. Employee capacity and position importance vs. Risk.
Thank you!