Sector: Food
Service: HR Transformation
Design and implementation of HR shared services practices for North Europe
Benadering
We created a practical approach based on the 6/12/18 month plan forward, including budgeting and resourcing the different projects. The project mandate, projects and follow-up were steered via committee with different stakeholders.
We focused on the hire-to-retire processes (40) operationally managed by the operations HR team. Governance and reliability assessment was part of the setup.
Context
The division of strategic and operational tasks within the HR structure was a major pain point for management, making the growing mandate of shared services a compelling argument for restructuring the HR function. Within the scope, we have adjusted the operational model in accordance with the HR business partner model. We have centralised shared services with dual reporting lines, a unified HR strategy, and centralised technology for consistency.
Impact
The shared and centralised services model significantly standardised processes and provided reliable services. The new model drove 15% out of an already lean cost base.
The shared services model created a strong focus on transparency, continuous improvement and employee-centricity. Despite the cost reduction, the integration of new technology created a strong base for further developments on a global scale.
HR operations in North Europe were spread across 5+ markets and 13 operations, managing 4,000+ people. The enterprise transformed its HR operating model to improve employee experience via technology and streamline processes through standardisation and automation. Designed and led the new TOM to drive a further 15% out of an already lean cost base.
The service centers were consolidated into one location in North Europe, and over 40 HR processes were redesigned to focus on employee experience. The result is a self-sufficient HR function that emphasises talent, leadership, and culture and is built on a future-proofed operating model.