Issues in implementing the overall mode
Boundarie
The model often fails when there isn’t a real ‘one team’ ethos, a no blame culture and effective open
communications.
Lines of accountability are not always clearly defined:
• A shared-service centre may deliver the service, but the main customer interface is between the
business partners and line managers.
• Business partners may have little or no control over the service delivery, or agreeing what it should
be, but they often face the consequences if it goeswrong.
Line Managers
Managers often aren't consulted about changes to the HR model whilst outsourcing fractures long standing
relationships. As a result they may view it as a way to offload HR’s unwanted work on to them resultingin
frustration that there's no longer a one-stop shop to handle all HR matters:
• They may exploit the existence of multiple service channels and go hunting for the answer they
want.
• They may play shared-services off against centres of expertise, while also involving business
partners.