Perspectives

The high-impact HR operating model

While traditional HR models focused on delivering core services, HR today is much more than centralized and decentralized teams. High Impact HR positions the HR team to play the instrumental role in fostering leadership and people management capabilities that organizations need.

Services

HR Shared Services

Run HR like a commercial enterprise

​More than any time in recent memory, the human resource (HR) function has an opportunity to step up to a more strategic role, helping their organizations grapple with changing workforce demographics, globalization, new working styles and new technologies. Sounds great – after all, HR has been pushing for a seat at the strategy table for years. But it can seem nearly impossible given the time-drain of day-to-day service delivery. That’s why many companies are giving renewed consideration to a shared services HR model that not only helps improve cost, efficiency and service, but can also generate organizational capacity to focus on big-picture issues that make a difference.

​Deloitte’s HR Shared Services practice uses a comprehensive approach to assist clients through the entire life cycle of shared services, from concept through implementation. Our experience with more than 250 large, complex projects gives us the knowledge and capabilities to address the organizational, functional, process, change leadership, logistical and technology needs that both commercial and public sector organizations need to satisfy when they commit to such an important change. 

​HR Shared Services can be the vehicle that helps turn a mere “need to have” function into a competitive advantage, helping companies save money, make services more consistent and react quickly to business changes. With a shared services approach, business units can have better internal “customer service” access to HR when they need it, resulting in more consistent levels of service and a higher degree of customer satisfaction. But to achieve these benefits, simply deciding to combine disparate services isn’t enough. An HR Shared Services operation creates clear definition and structure, uniform standards of operation and direct alignment with the larger business.

Understanding how to position and leverage HR Shared Services in the context of a broader transformation of the HR function is key. Effectively addressing HR service delivery from all angles enables companies to drive improved business performance and increase shareholder value. Today, CHROs are facing challenges and pressures unlike any we have seen for decades – delivering value with fewer resources and lower investments, maintaining positive corporate culture in the face of downsizing, attracting and retaining the right talent in the right positions and delivering high-quality service at lower costs. HR Shared Services is a critical component of the solution required to address an organization’s needs.​

Deloitte’s HR Shared Services practice uses a comprehensive approach to assist clients through the entire life cycle of shared services, from concept through implementation. Our experience with more than 250 large, complex projects gives us the knowledge and capabilities to address the organizational, functional, process, change leadership, logistical and technology needs that both commercial and public sector organizations need to satisfy when they commit to such an important change.

With access to a network of more than 7,500 practitioners globally, Deloitte is recognized as a human capital leader, consistently ranked among the top global human capital practices, as reported by Kennedy Information Services. Our breadth and depth of strategy, process and technology services distinguishes us from other professional services organizations. Our approach uses tools and templates for every stage to facilitate not only operational changes, but also thought leadership and knowledge transfer.

Our capabilities start with concept and carry our clients into actual design and then through implementation. But because we do not provide outsourced solutions themselves, we can offer advice independent of sales pressure, whether your ultimate solution lies in-house, in an outsourcing agreement, or in a combination of core internal services with outside vendors.​ 

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People

Jason Geller

US Human Capital Leader | Deloitte Consulting LLP

People

Michael Gretczko

Principal | Human Capital | Deloitte Consulting

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