• Key things to know before moving to a global model • Determining what processes should stay at the regional level • Determine technologies that will support the global model • Methods for determining the right scope of service for globalized delivery • Identifying change management strategies • Measuring the success

1. Presenter – Patrick Acheampong
September 2011

2.  What do you mean by global?
 Start with the Why
 Key factors to consider (location, people,
culture, processes, technology)
 Change management strategies
 Managing your global centre
 Measuring and sustaining success

4.  Pros  Pros
◦ Management easier ◦ Business continuity
◦ Single currency ◦ 24/7/365 coverage
 Cons ◦ Multi-cultural/lingual
◦ Exposure to single ◦ Labour cost arbitrage
location ◦ Opportunities for captive
◦ Management of shift offshoring
workers  Cons
◦ Management challenges
◦ Technology challenges
◦ Collaboration issues
Centralised Multi-location

6.  Optimise economies of scale
 Flexible capacity planning
 ―Follow the sun approach‖ 24/6 or 24/7
 Risk management -Business continuity
 Increase outsourcing/offshoring options
 Inconsistency in global process
 Inconsistent client experience
 A multi-lingual approach
 Add value to your organisation

8.  There is an existing in-house infrastructure to support the SSC.
 There is an existing management structure that can support the SSC.
 Linguistic capability of a location
 Local talent pool
 Relative cost of setting up and running the SSC
 Currency stability and arbitrage
 Political considerations
 Labour pool
 Suitable available real estate
 Local laws or cultures that inhibit your ability to perform effectively and
efficiently

9.  If you begin with ―who‖ rather than ―what‖, you can more easily adapt to a changing world.
 If you have the right people onboard, the problem of how to motivate and manage people largely
goes away.
 If you have the wrong people, it doesn‘t matter whether you discover the right direction; you still
won‘t have a great shared services organisation.
 Specific knowledge and skills are teachable traits. Traits such as character, work ethic, basic
intelligence, dedication to fulfilling commitments, and values are more ingrained.
 When you know you need to make a people change, actThe only way to deliver to the people who
are achieving is to not burden them with the people who are not achieving.
 When in doubt, don‘t hire. Keep looking. Avoid hiring selfish, negative, or egotistical people –
don‘t make exceptions to this.
 The right people want to be part of a winning team and contribute to producing visible tangible
results. When the right people see a simple plan with a compelling vision, they are more likely to
say ―count me in.
 Hire bi-lingual staff where appropriate
 Put your best people on the biggest opportunities, not the biggest problems
Hire for will, not for skill

10.  If you have the right people on the bus, they will do everything within their
power to help the SSC succeed, not because of what they will get for it, but
because they cannot imagine settling for anything less.
 The right people will do the right things and deliver the best results they‘re
capable of, regardless of the incentive system.
 Compensation and incentives are important. The purpose of a
compensation system should not be to get the right behaviours from the
wrong people, but to get the right people on the bus in the first place, and
to keep them there.
 Hire people who believe who believe in what you‘re doing, not people who
just want to work for the money.
It’s Who You Pay, Not How You Pay Them

11.  Working in a global HR SCC requires a different skill set and mind
set
 Top SSC‘s provide 40 hours per year training on average
 Invest in cross cultural training
 Customer service
 Project management
 Technology skills
 Remote working and networking
 Language skills
 Lean process methodology
What's worse than training staff and them leaving? Not training
people and them staying
11

12.  Create a culture of achievement and continuous
improvement
 Instill a passion for metrics
 Cross cultural sensitivities
 Create a global identity and set of values
 Cultural exchange visits
Culture eats strategy for breakfast

14.  Be
◦ Agile
◦ Scalable
◦ Sustainable
 Do
◦ Create efficiencies
◦ Create value
 Have
◦ KPI‘s
◦ SLA‘s
◦ No geographical regulatory restrictions

15.  Outsourcing will become a functional necessity.
As service providers mature, outsourcing entire business
processes will become commonplace.
Based on the economic theory of comparative advantage, a
specialist (an outsourcing provider) that provides a service to many
has a far lower cost than an internal function that provides a service
to a few. The end result is an economic advantage for both.
Progressive shared services organizations will integrate business
process outsourcing—both full service and discrete— into their
business strategies
A multi-location global SSC provides for closer vendor
management of a low cost outsourcer

16.  Use technology to underpin well designed processes, not replicate badly
designed ones – Avoid automating failure!
 Clean the data and keep it clean through auditing. It makes for more robust
workflow, reporting/business intelligence and self service.
 Don‘t try to make ERP do much more than they were designed to do. Simple
in-house applications can be cheaper and more effective, especially at
upgrade time.
 A modular rather than big bang implementation approach means a quicker
‗time to market‘.
 Web apps facilitate remote working.
 Leverage existing technology to keep costs down.
 Access to technology for your client base.
 Build internally, or buy externally?
 Shun technology fads AND pioneer the application of technology
 Technology should be subservient to the needs of your SSC operation, not
the other way round

17.  Automating routine processes reduces the need for manual intervention,
errors, labour costs.
 Provide a platform for growth without necessarily increasing cost. Cost per
transaction should reduce as volumes increase.
 Improved auditability and compliance with regulators.
 Manage risk through tighter control. Well-designed and automated
processes provide a perfect platform for implementing appropriate controls.
 Consistency of process leads to greater data integrity.
 Lower training costs (eventually)
 Disaster recovery resilience
 Ease of use for clients. Fewer queries for the SSC
 Effective and efficient transaction measurement – ―what gets measured gets
managed‖
 The right technologies accelerate momentum towards your goals

18.  Payroll
◦ Online payslips
 Recruitment
◦ Psychometric testing
◦ Screening
◦ Job applications
 Self Service – Manager and Employee
◦ Updating personal data
◦ Managing employees data
◦ Viewing performance reviews
◦ Kiosks
 Business Intelligence/Reporting
◦ Dashboards
◦ Metrics
◦ KPI and SLA tracking
 Document Management
◦ Increased staff productivity due to a reduction in time spent looking for documents as well as recreating, filing, copying
and scanning documents.
◦ A reduction in the cost of storing paper documents
◦ Better control of the security, monitoring and flow of information
 ERM/CRM
◦ Web portal - More effective management of client issues
◦ Knowledge Base
◦ Call centre/service desk
◦ Consistent answers- Less shopping for answers
 Collaboration tools – email is not your best collaboration tool!
 Project Management
 BPM/Workflow

20.  Utilise a structured change management approach from the initiation of the
project
 Have dedicated resources on the project, not part time
 Create a shared vision at the beginning of the project, it is important to
define common needs and drivers for transitioning from a local to a global
shared services and how these are linked to the overall organisational
vision.
 Show the destination of the change journey and the benefits
 Active and visible participation by senior leaders in all geographies
 Advocacy by management levels including middle managers and front-line
supervisors
 Communications that describe the need for change, the impact on
employees and the benefits to the employee (answering WIIFM)
 Do your homework to avoid ―yeah but we‘re different syndrome‖. Learn
various cultural cues and work styles
 Generate some quick wins

21.  Regular surveys
 Create a forum for regular SSC performance reviews with customers.
 Create a forum for regular SSC performance reviews with the SSC staff.
 The use of KPI‘s and SLA‘s to monitor SSC performance.
◦ An SLA for each process and task within the SSC.
◦ Specific measurable targets.
◦ Tools to allow reporting on SLA‘s.
◦ Review the SLA‘s on a regular basis to ensure they are still relevant.
 Comp and non-comp incentives to address staff morale and retention issues
 Regular, structured staff training. Primarily in the areas of:
◦ Process re-engineering
◦ Technology
◦ Customer service
―If your company isn‘t going through so much change you can‘t
stand it, it won‘t even be around in 5 years‖ – Connie Podesta

23. Global Employee Self Service

24.  Global Shared services head with a similar level of authority to
business unit heads
 Run it like a business
 Appoint a liaison, or ―account manager for each country served
 Global specialist networks to ensure global consistency
 Have a clearly defined and communicated mission and vision
statement
 Service level agreements in place
 Marketing & sales (for current and new business)
 Annual strategic/business planning processes.
 Beware of chargebacks (currency and corporate tax risks)

27.  Continuous improvement program
 Form quality improvement teams
 Robust Business Continuity Plan
 Adequate risk profile monitoring

28. Celebrate Success!!!!

29.  What do you mean by global?
 Start with the Why
 Key factors to consider (location, people,
culture, processes, technology)
 Change management strategies
 Managing your global centre
 Measuring and sustaining success