It is not usually easy to create a sound business case for a major change in human resources because there are so many imponderables that are involved and each company is different. What may work almost effortlessly at one may present insurmountable difficulties at another.
Usually it is wise to start off by considering the potential for making efficiencies through shared services such as HR Resource , which if successful will then free up resources for the next stages of the project as well as instilling confidence in and flagging up HR's potential for transforming itself, something which will of course help the project further along down the line.
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The reson behind shared services is that they should create practical efficiencies as well as cost efficiency, as they will put an end to duplication, repetition and bureaucracy, as well as hopefully creating economies of scale. Whilst each individual department within the organisation may have its dedicated knowledge and expertise that is unique to its work, when the department has a chain of command that trickles down to less specialised work it is frequently the case that this work could be performed more effectively by fewer people if these resources were shared across the departments.
Preparations for such a large but necessary undertaking must inevitably begin with a programme of human resources training and development, one involving HR workshops, HR courses and any other means through which the organisation can be prepared, psychologically and in terms of skills, for the big transformation ahead.
The experience of a successful shift to shared services and a better integrated operation must inevitably bring confidence in its wake and create the mindset that enables the organisation to proceed with a more thorough overhaul of its infrastructure and its practices. At the culmination of this process it is left with a leaner, more efficient and yet at the same time more economical operation that is better equipped to compete out in the modern world.
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