Addressing issues with Shared Service
Adapt processes, policies and service specifications in consultation with line managers.
• Do not dump unwanted tasks on line managers or ask them to perform activities without training or support.
• If you require the line to act differently (i.e. through the introduction of on-line self-service), they must be given the
appropriate support.
• Recognise difficulties with career development if lower graded staff do not build the expertise that allows them to fill more
senior positions later.
• Ensure staff have the appropriate knowledge, information and skills. Customer service and call handling are often seen as
the minimum requirement. Where the centre provides more specialist services, HR knowledge is also essential.
• Avoid the risk of de-skilling some administrative jobs to the point where they become extremely tediousto perform.
• Avoid the risk that shared service centre staff areill-attuned to business needs, giving generic rather than specific advice
and not seeing the work through to a real conclusion.
• Ensure that all HR are kept well informed of what is happening on the ground.
• Rotate people carefully and frequently within each area to avoid the 'silo mentality’.
• Provide opportunities for fostering close relationswith the business.
• Finally communicate, communicate and then communicate some more.
(Caldwell 2003 Transact HR 2007 Lawler 2003/6 Reilly 2000 Dalziel 2007 Ulrich et al 2008)