1. Becoming an Administrative Expert
As HR professionals reengineering their delivery of service, they become administrative experts creating efficient infrastructures, both for HR processes and for their businesses as a whole.

2. Case Study 1: Johnson & Johnson
J&J’s centers of expertise included the following.
Compensation / benefits;
Affirmative action / diversity;
“Live of life,” a combination of medical, safety, wellness, and employee-assistance programs and risk-screening service;
Employee relations;
Organizational effectiveness.

3. Table 4-1 Johnson & Johnson’s Estimated Allocation of HR Time
Field HR/ Dedicated Service
Service Center
Center of Expertise
Contracted Service
Total Time
Past: In a centralized HR organization 20 70 10
100
Past: In a decentralized HR organization 80
Present: Where we are today 40 30
Future: Where we are headed

4. Case Study 2: Lotus Company
The HR department created a new vision:
We view ourselves as a business dedicated to helping all our customers achieve maximum value from our products and services.

5. The key practices and lessons from the Lotus HR reengineering effort:
Place all possible HR information on-line.
Empower “responder” accountability among the Direct Connect staff to ensure quality service delivery.
Track all calls.
Work hard to deliver Direct Connect service.
Distribute data about Call Center use to line managers.
Do aggressive marketing.

6. Actions Necessary to Becoming an Administrative Expert
Two Phases of Reengineering:
Phase 1: Improving Processes
Define the target processes.
Develop “as is” models.
Challenge underlying assumptions.
Develop “should be” models.
Implement, roll out, market.
Measure business impact.

7. Phase 2: Rethinking HR Value Creation
Framework 1: Avoid the
centralization/decentralization quandary
Framework 2: Define a value-creation
framework and delivery options
Framework 3: Define a value-creation
process

8. Broker of Services: (IBM’s Workforce Solutions)
HR research and consulting
Leadership development
Compensation and benefits administration
Occupational health service
Work force diversity programs
Equal opportunity compliance and records
Recruiting and employment
Resource programs and operations
Information technology
Executive programs

9. Service Center: Transaction-based activities
Benefit-related activities
Compensation/pay activities
Development and learning activities
Corporate citizenship activities
Records activities
Staffing activities

10. Centers of Expertise: Transformation-based activities
Staffing
Development
Compensation
Organizational effectiveness
Communication
Organization design
Employee relations
Union relations
Security

11. Integrated Solutions:
The integrated solution engages and enlists experts from multiple staff groups into teams that confront business problems within business units, unlike the center of expertise, though which HR experts independently contract with a business unit.
A second difference is that the integrated solution, either across the multiple functions of HR or across multiple staff groups, provides in-house consulting expertise on common business problem.

12. Framework 3: Define a value-creation process
Step 1: Customer Requirements
Step 2: Customer Interface
Step 3: Process
· HR professionals dedicated to the business
· HR professionals in shared service roles
· Line managers
· Information technology
· Outsourcing
Step 4: Shared Services

13. Key Success Factors in a Shared Service Organization
step1:Customer Requirements
Involve the customer in defining deliverables
Help the customer see the importance of strategic HRM and the role of HR strategy

14. Step2: Customer Interface
Select the right HR business professional
Be skilled at organizational diagnosis

15. Step3: Process Define and use multiple channels of delivery
Share information between customer and shared service and shared service and customer

16. Step4: Shared Services Remove boundaries within the HR function
Clarify multiple roles within the shared service organization
Co-locate members of the shared service organization
Encourage and teach teamwork
Get consolidations over as quickly as possible
Define measures of shared –service success

17. Potential Pitfalls and Things to Watch out for
Power Shifts
Depersonalization
Accountability
Shared Mindset
Shadow Staff

18. Questions
1.「IBM had found that some of the outsourced HR services were elements of IBM’s distinctive competence and that buying and selling these services as commodities lessened IBM’s uniqueness.」What is your opinion on this finding?
2.What is boundaryless behavior? What will be the results of boundaryless behavior?
3.What is the difference between Administrative Expert and Strategic Partner?