LEADER 04017nam 22006254a 450 001 9910968518303321 005 20250612172156.0 010 $a1-317-12070-1 010 $a1-315-58721-1 010 $a0-566-08964-5 024 7 $a10.4324/9781315587219 035 $a(CKB)1000000000003781 035 $a(SSID)ssj0000280413 035 $a(PQKBManifestationID)11226001 035 $a(PQKBTitleCode)TC0000280413 035 $a(PQKBWorkID)10290747 035 $a(PQKB)10236524 035 $a(MiAaPQ)EBC3002195 035 $a(Au-PeEL)EBL3002195 035 $a(CaPaEBR)ebr10046822 035 $a(CaONFJC)MIL1010801 035 $a(OCoLC)923568857 035 $a(OCoLC)992323300 035 $a(BIP)63362891 035 $a(BIP)7844656 035 $a(EXLCZ)991000000000003781 100 $a20020327d2003 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHow to get best value from HR $ethe shared services option /$fPeter Reilly and Tony Williams 205 $a1st ed. 210 $aAldershot, Hants, England ;$aBurlington, VT $cGower$dc2003 215 $avi, 152 p. $cill 300 $aFirst published 2003 by Gower Publishing. 311 08$a0-566-08495-3 320 $aIncludes bibliographical references (p. [148]) and index. 327 $a1. What are HR shared services? -- 2. Why introduce HR shared services? -- 3. The big design decisions -- 4. How to introduce shared services : the process steps to take -- 5. The process of outsourcing -- 6. Implementation -- 7. Monitoring performance and evaluation -- 8. Case study : the Royal Bank of Scotland Group -- 9. Pitfalls and solutions. 330 $aAn efficient and cost-effective HR function is essential to the successful running of any organization. And yet for many businesses it is impossible or costly to have HR staff in every office. This is particularly true for companies who have many branches, such as banks and building societies. So what are they to do? Increasingly they are turning to shared services by creating a unit within the organization that typically undertakes personnel administration and basic operational support. This may be delivered to managers and employees through some combination of call centre, personal contact or intranet. Creating a shared services centre enables the HR function to redefine its relationship with its stakeholders. It can become more of a strategic player and make a more business-focused contribution. This book explains what shared services are and what they look like for the HR function. It describes why organizations opt for shared services and what activities are included. It sets out the relationship between shared services and the other HR activities, and between HR and line management. How To Get Best Value From HR outlines the process of introducing shared services, from identifying customer needs through designing the structure to implementation and monitoring. It also outlines the likely pitfalls and, importantly, offers possible solutions. In particular the book highlights the big design issues, including whether to outsource services, where a shared services centre should be located, how services should be delivered and organized, including through the option of e-HR. Crucially it features an extended case study of the Royal Bank of Scotland's experience of introducing HR shared services, providing a unique insight into the reality of this new way of working. 606 $aShared services (Management) 606 $aPersonnel management 615 0$aShared services (Management) 615 0$aPersonnel management. 676 $a658.3/01 700 $aReilly$b Peter A$g(Peter Andrew),$f1952-$01825938 701 $aWilliams$b Tony$c(Human resources director)$037121 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910968518303321 996 $aHow to get best value from HR$94393886 997 $aUNINA