Shared Service Center Mehr als eine Standortbestimmung Tag der Beratung 7. Juni 2011

Transcription

1 Shared Service Center Mehr als eine Standortbestimmung Tag der Beratung 7. Juni 2011

2 Agenda Survey Statistics Current Status Implementation Lessons Learnt Outlook 2

3 1 Survey statistics Participants Headcount Turnover Industries Finance 127 international companies < 50 : 54% > 50 : 46% < 5 Bill. Euro: 26% 5 20 Bill. Euro: 45% > 20 Bill. Euro: 29% Manufacturing: 42% Transp., comms 17% Financial Service : 9% HR 9 Swiss-based companies < 50 : 44% > 50 : 56% 1 20 Bill. CHF: 33 % >20 Bill. CHF: 66 % Transp., comms Financial Services Chem., Consumer goods 3

4 2 Current Status

5 2 What is the maturity stage of the SSC s? HR Switzerland (N=9) Finance Global (N=127) 0 Level 1 - Start up Level 2 - Growth Level 3 - Expansion Level 4-2nd generation SSC Average running time HR SSC: 2.6 years Average running time FI SSC: 4.6 years 5

6 2 In what sizes do the SSC s come? Finance Size of the SSC also grows with the level of maturity HR 22% 22% HR staff are more segmented 56% 6

7 2 How are FTEs distributed within HR Department? 74% 68% outside SSC 26% SSC 32% SSC 7

8 2 What are the current HR ratios? No. of employees per HR FTE A B C D E F G H I Disproportionate staff segmentation in HR has a negative impact on the ratios Ratios improve over time 8

9 2 Where are the HR SSC located? 4% 13% 49% 13% 4% 4% 13% 9

10 2 Where are the Finance SSC located? 14% 36% 18% 2% 20% 10% 10

11 2 How are the services for HR managed? 100.0% 90.0% 80.0% Service catalogue Fixed quality standards 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% Specified handling time Agreed consequences in the event of non-fulfillment of the specified service Determination of the required budgets Agreed terms of payment 0.0% 11

12 2 How are the services for Finance managed? 12

13 3 Implementation

14 3 What were the main drivers to implement SSC s? Finance* Human Resources Faster Service Efficiency Quality Quality Cost reduction Cost saving Standardization Standardization Transparency Clear roles and responsiblities * Relative order 0% 10%20%30%40%50%60%70%80%90% other 14

15 standardization 3 What was the preferred transformation approach for HR SSC? 22% one standard one SSC Fix, then Shift Fix & Shift 44% Lift & Shift Start concentration 33% 15

16 standardization 3 What was the preferred transformation approach for Finance SSC? 14% one standard one SSC Fix, then Shift Fix & Shift 37% Lift & Shift Start concentration 42% 16

17 3 What were the main challenges encountered during implementation in HR? Remaining HR structures in central functions and according headcount was not adapted. ongoing resistance yes Business Case appeared unrealistic and led to resistance and rejection among the stakeholders. Lack of support from Top/Senior Management. Understanding of roles in the new operating model not clear. Project timeline was unrealistic. Design of processes and IT systems was not sufficiently aligned. 0% 20% 40% 60% 80% 100% 17

18 3 What savings were achieved in HR? 60% 50% 40% 30% 20% 10% 0% <10% 10-20% >20% Don't know Savings on operating cost 18

19 3 What savings were achieved in Finance? Reduction of cost Project amortisation [in months] >50 % 17% <12 12% % 18% % % 30% % <10 % 6% >60 3% Don't know 29% Don't know 30% 0% 10% 20% 30% 40% 0% 20% 40% 60% 19

20 Lessons Learnt

21 4 What were the tops challenges when implementing HR SSC? Change Management & Communication Change in former organization (roles & responsibilities) Process Design Business Case Quality Control Harmonization & Standardization IT 21

22 4 What are crucial success factors to implement HR SSC? Change Management Top Management Support Stakeholder Management Harmonized Processes Right people in the project Enough time to change Clear IT strategy

23 3 How often is client satisfaction measured in HR? 23

24 3 Generally, clients show no decreased satisfaction due to implementation of SSC! 24

25 3 In finance, both SSC staff and users are equally satisfied User Satisfaction Staff Satisfaction Very High & High 60 % 61% Very High & High 60 % 69% Satisfactory % 8% Satisfactory 40-49% 7% Improvable % 3% Improvable 20-39% 2% Unsatisfact <20 % ory 1% Unsatisfact < 20 % ory 0% Don't Don t know 26% Don't Don t know 22% 0% 50% 100% 0% 20% 40% 60% 80% 25

26 Outlook

27 5 Outlook on Finance SSC 27

28 5 Outlook on HR SSC Expand scope (processes/services) Acquire more clients (internal/external) Optimize processes Move to low-cost-location Expand automation in processes Centralize SSCs Recruite talents other 0% 20% 40% 60% 80% 100% The train is moving into one direction and there will be no return to what was before! 28

29 Thank you. Stefan Linde Partner Leader SSC Leader People & Change Tel This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, PricewaterhouseCoopers AG, its members, employees and agents do not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it PwC. All rights reserved. In this document, PwC refers to PricewaterhouseCoopers AG which is a member firm of PricewaterhouseCoopers International Limited, each member firm of which is a separate legal entity.

30 Shared Service Center - Mehr als eine Standortbestimmung Back up

31 SSC maturity model Strategy Organisation Governance Continuous Improvement Business processes Implementation strategy Location Sourcing arrangements Cost centre vs. profit centre Use of SLA Governance of the end-to-end process Total Quality Management Process Improvement Process standardization Operational cost savings Process documentation Customer relations Performance Management Human Resource Management Systems and technology Customer base Tools supporting customer orientation Service provider culture Use of integrated Balanced Scorecard Use of Benchmarks Use of employee development plans Employee satisfaction review Staff turnover Optimisation potential of workflow, ERP systems and IT Governance Shared Service Center PwC Slide 31