About

ABOUT THE COURSE

Shared services models are popular for managing internal support functions, improving productivity and reducing operational costs without affecting service delivery. HR, Finance, Procurement, IT and other support services are all targets for inclusion in shared services, transformation and culture change programs as a way to increasing cost transparency, value for money and improving service delivery.

Whether you work in the Public Sector or local government, the journey to Shared Services has lessons that can be shared for successful implementation. This interactive two day training course will help develop your skills and ability to build a business case for buy-in from senior management, to design a change management and business improvement program, to learn new transformation tools and to grow your shared services into a Centre of Excellence. 

NEW SKILLS YOU WILL LEARN

• Understanding shared services as an integral part of your strategic plan 
• Learn international best practises in shared services
• Understand shared service models: e.g. Hub and spoke model, centre led model
• Prepare your business case with buy-in from your CEO/Executive Management
• Develop a plan to roll out a Shared Services Centre
• Differentiate between the services: transactional versus value added
• Learn what success looks like and pitfalls to avoid

Outline

DAY ONE

The rationale for shared services

• Evolution of shared services
• Centralisation vs. shared services
• Transactional vs. Value add
• Transactional vs. Expertise
• Top 10 Transaction Services
• Shared services models: e.g. the hub and spoke model, centre-led model

Review the 6 stages of a shared services framework

• High-Level Review
• Detailed Business Case
• Implementation Plan
• Implementation
• Go-live
• Consolidation

How to assess what should be included in a shared service

• Which processes should be included
• Assessing customer support, security, cultural and practical factors
• Establishing a baseline definition for each process
• Determine the best operational model
• The 6 key factors for selecting a shared service location
• The 10 critical success factors for the implementation

Interactive exercise: Designing your own SSC model

Customer service: Partnership agreement and SLA

• Purpose, elements and principles
• The services catalogue
• Customers vs. clients
• Issues resolution and escalation processes
• Designing the partnership agreement and SLA

Assessing the performance of the shared service

• Benchmarking and best practice
• How to measure the cost and quality performance
• Why you should measure performance
• How to measure cost and quality performance
• How to rate performance against internal and external factors
• What it all means and why you need to know
• Setting KPIs for cost and quality performance
• Interactive exercise: Establishing a performance framework

DAY TWO

Engaging the organisation and employees in the change process

• Review the key considerations for change management
• Assess the requirements for change management
• Identify how to use persuasion to achieve change
• Learn how to negate dissenters
• Using the management structure
• Interactive exercise: Developing  a communication / change strategy

The service delivery framework

• Service delivery managers
• Customer relationship management
• Service management cycles and the stakeholders
• Service desk/service centre
• The different roles played by corporate centre and SSC
• Issues resolution & escalation process

Pricing models: Full cost recovery / Behavioural change

• Why use chargeback methodologies?
• Five key drivers for chargeback
• Activity based costing : the road to transparency
• Full cost recovery v behavioural change
• Transaction based cost model
• Costing transaction services
• Revenue & value based pricing, market pricing
• Interactive exercise: Using activity based management

The shared services as an asset not a captive cost centre

• The strategic relationship
• Not just about cost cutting
• Planning for the future
• Systems integration
• Outsourcing and its benefits
• Commercialisation as a viable option
• Commercialisation – a case study

Facilitator

Noel Currie

Noel Currie, a chartered accountant and certified management consultant, is recognised as one of Australasia's leading process consultants. His speciality is shared services and business process consulting. He built and managed Carter Harvey’s Tran-Tasman shared service and led it through its commercialisation. He was also one of the designers of the New Zealand Defence Force’s shared service the JLSO. He has provided advice to organisations as wide ranging as CGU, SEMA, Optus, REDgroup Retail, Vodafone, NIB, AIG, OCS, Dairy Farmers, Rio Tinto, Carter Holt Harvey, New Zealand Defence Force, NZ Police, Johnson & Johnson Consumer Division, Farmers Trading Company and many others. An experienced facilitator, Noel has designed and facilitated seminars in both Australia and New Zealand. It has been said of Noel that he “displays real working knowledge – not just theory.”



In-house Training