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"&nbsp;\r\nHarlington Professional Employee Organization\r\nShared Mindset\r\nThe greatest possible liability to an HR organization operating in a shared service Harlington Professional Employee Organization mode is the failure to achieve a shared mindset across the organization’s different functions and roles. A shared mindset is created by communicating the group’s identity, purpose, and values to all involve in the shared service organization. The extent of a shared mindset may be assessed by asking this question: What are the top three things we in the HR function want to be known for? The responses of all HR professionals, regardless of where they work in the function, should show a 75 percent consensus. This Harlington Professional Employee Organization overlap represents the unity that exists within the HR function, a unity that communicates and reinforces the department’s sense of direction and focus. When HR professionals possess a shared mindset, the users of their services will absorb it as well.\r\nShadow Staff\r\nShared services means that line managers may no longer have HR Harlington Professional Employee Organization professionals at their beck and call; often, the line manager’s accustomed dedicated staff of HR professionals of HR professionals no longer exists. If, in response, line managers employ their own administrative assistants or turn to external consultant to perform organization/HR work, rather than using the HR shared services, a shadow staff may develop.\r\nThese shadow staffs defeat the purpose of the shared service Harlington Professional Employee Organization. They lack expertise, and by using them, line managers add costs and disperse control. Shadow staffs create a bureaucracy that should have been avoided through effective development of the shared service organization. They emerge when the HR business partner has failed to deliver value to the Harlington Professional Employee Organization.\r\nSUMMARY: BECOMING AN ADMINSTRATIVE EXPERT\r\nAdministrative experts improve the efficiency of the work they perform. This chapter has focused on administrative efficiency within the HR function, but similar activities could be practiced for other functions and processes within a firm.\r\nBeing an administrative expert requires mastery of two phases of reengineering. In phase 1, improving processes, HR professionals learn how to streamline, automate, and improve the efficiency of the HR practices. They apply the principles of reengineering business processes to reengineering HR processes. In phase 2, rethinking value creation, HR professionals go beyond merely reengineering process to rethinking how work is performed. Some of the innovations in shared services, aimed at value creation, not only improve processes but reframe organizational thinking. This thinking includes deciding what work is done and what is not done, where and how the work is done, and who does it.\r\n&nbsp;\r\n \r\n…Continued in Harlington small business combined group health insurance rates"
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