Addressing these overall Issues
Design and implementation
Start with the business. Design the model to follow the logic and structure of the business organisation.
Understanding its challenges will provide insight into what the model needs to deliver. When the model
connects to the business needs, it is more likely to work.
Differentiate between transactional and transformational HR work. A common mistake is to make
administrative HR changes without addressing more strategic issues.
Evaluate your HR practices, processes and policies.Choose some real situations, and work out exactly
who will do what, where the 'hand-off' points will be and how they will take place, not just for HR, but also
for the line.
Involvement
Involve the business and all of HR in implementation. It is important that people are involved in any
changes that take place, as imposed models have little chance of success.
Think through how the model can support the line. Explore who plays what role and what HR and line
managers need to do. Communication to, and trainingof, line managers in their new roles, is critical.
Ensure senior management are seen to be driving thechanges. It shouldn’t be just an HR initiative or fad, it
needs to be seen as a whole new way to deliver support services to add value in a cost-effective manner.
Leadership
The quality of the HR leadership team's dialogue and decision-making regarding what people are working
on and how resources are used is integral to the model’s success. To make sure the right discussions
happen, the heads of the CofE, the heads of the business partners, and the head of the shared service
centre must be peers.
Joint hiring and talent discussions can also help to create interdependence and a sense of a shared talent
pool that all HR managers have accountability to develop.