HR divisions are more and more becoming a focus for efficiency projects and quality improvement programmes. This is due to HR executives' and HR employees' growing challenges.

1. The quality of services for internal clients is to increase permanently.
2. Services have to be extended, e.g. by the broadening of training possibilities, by new education and training programmes for high potentials etc. 
3. Costs of the HR division are to be reduced at the same time.

To meet these expectations, HR divisions are more and more counting on a business model consisting of Business Partners, Shared Service Centres and Competence Centres. Why?

• Business Partners advise and relieve executives
• Competence Centres pool HR expert knowledge and develop and steer modern personnel tools.
• Shared Service Centres provide for standard processes to be implemented efficiently

However, many implementation projects fail and, as a result, not even a fraction of the potential is realised. The reason for this failure is an absent alertness to the following three problems:

• Many adjustments and alignments of the processes are required
• The project requires unanimous assent by the whole HR division
• The introduction is to be brought in line with the daily operative business

If these points are considered, the model can completely reach its enormous potential. Looking for a positive example? 

Standardisation of
HR Processes and IT

HR Process Excellence