This document discusses strategies for people and change management during the implementation of shared services at an organization. It outlines plans to right size the workforce, align HR policies, and provide relocation support. Key challenges include job insecurity, role anxiety, and career growth concerns. The change management approach involves communicating the need for change, setting targets, engaging employees, and providing incentives, learning opportunities, and fun activities. Lessons learned emphasize taking ownership of change, engaging stakeholders, clear communication, and realistic expectations.

1. 2nd National Shared Services Conclave
People & Change Management
September 21, 2012

2. Page 1
Contents
1. Strategic Direction for Shared Services
2. People Planning
3. Challenges from People Perspective
4. Change Management
5. Our Learning’s

3. Page 2
Strategic Direction & Objectives
Initiated by Senior Management with Board Sponsorship
 Function effectiveness and efficiency
 Enable performance led service culture
 Business Controls, Employee Self Service and
 With optimum investments on technology and people

4. Page 3
People Planning - Putting People First…
Target Operating Model for Finance
 Align roles and responsibilities – SSC and Retained Finance
Set-up Organization Structure for Shared Services
 Right Sizing - Estimating total Manpower to start with
 Skill leverage - Identification of People for movement to Shared Services
 Increased workforce productivity through increased efficiency and set-up targets for
reduction in Manpower – make it scalable
 Taking up Business Re-Engineering projects to yield more efficiency
HR & Relocation Support
 Alignment of HR Policies for Shared Services
 Relocation Support for family and children

5. Page 4
Key Challenges
People Aspect
 Job insecurity
 Role Anxiety
 Relocation Blues
 Career growth visibility
 Emotional issues
 Financial issues
Operational Aspect
 Diverse processes
 Disparate Org structures
 Divergent perceptions
 Transitions & Knowledge transfer
 Geographically aligned to other
functions

6. Page 5
Change Management: People
Communicate
 Communicate Organizational need
 Workshops with Circle Business Team
 Circle town-halls by SSC Head with Circle Heads
 1-1s with prospective SSC staff & Retained Finance
 Monthly Newsletters on progress of Shared Services
 Role Mapping
Set Targets
 Set targets and continually assess progress
 Proactively address issues

7. Page 6
Change Management: People
Engage People
 Participation of People in Changes happening
 Helps in Motivation
 Hand holding in initial stages
Motivate People
 Install Incentive and KPIs
 Learning & Development Programs
 R&R Programs
 Friday Fun

8. Page 7
Our Learning’s
 A Realistic Change
 Do not ‘Sell’ Change
 Take Ownership
 Engagement
 Communicate
 Approach

9. Thank You