Author: Shared-Services-Company-Aidosol

Introduction

Designing shared services is a strategic initiative that helps organizations improve efficiency, reduce costs, and standardize operations. However, simply centralizing functions is not enough. A well-designed shared services model requires the right structure, processes, technology, and governance.

In this guide, we explain how to design shared services effectively to support scalable and high-performing business operations.

What Does Designing Shared Services Mean?

Designing shared services involves creating a centralized model that delivers common business functions across the organization. This includes defining how services are structured, delivered, and managed.

The objective is to build a model that is efficient, scalable, and aligned with business goals.

Step-by-Step Approach to Designing Shared Services

1. Define Scope and Objectives

Start by identifying:

• Which functions will be included (HR, finance, IT, procurement)
• Business goals (cost reduction, efficiency, scalability)

A clear scope ensures alignment from the beginning.

2. Select the Right Operating Model

Choose a model based on your organization’s needs:

• Centralized model
• Hybrid model
• Global Business Services (GBS) model

Each model offers different levels of control and flexibility.

3. Standardize and Optimize Processes

Process design is critical.

Focus on:

• Eliminating duplication
• Creating standardized workflows
• Improving efficiency

Well-defined processes ensure consistency across the organization.

4. Leverage Technology and Automation

Technology enables scalability.

Key tools include:

• ERP systems (SAP, Oracle)
• Robotic Process Automation (RPA)
• Workflow automation tools

These tools reduce manual effort and improve accuracy.

5. Define Governance and Control

Strong governance ensures accountability and performance.

Include:

• Service level agreements (SLAs)
• Performance metrics (KPIs)
• Clear roles and responsibilities

6. Build the Right Talent Model

People are at the core of shared services.

Focus on:

• Hiring skilled professionals
• Training and upskilling
• Creating a service-oriented culture

7. Establish Location Strategy

Decide where your shared services center will be located.

Consider:

• Cost advantages
• Talent availability
• Time zone alignment

India is a popular choice due to its strong talent pool and cost efficiency.

8. Implement Continuous Improvement

Shared services should evolve over time.

Adopt:

• Process improvement methodologies (Lean, Six Sigma)
• Regular performance reviews
• Feedback mechanisms

Common Challenges in Designing Shared Services

Organizations may face challenges such as:

• Resistance to change
• Lack of alignment across teams
• Legacy systems
• Poor process standardization

These challenges can be addressed through strong planning and change management.

Benefits of a Well-Designed Shared Services Model

• Improved efficiency and cost savings
• Standardized processes
• Better control and governance
• Scalability for growth
• Enhanced service quality

Conclusion

Designing shared services is not just about centralization. It requires a structured approach that integrates people, processes, and technology.

Organizations that invest in designing the right shared services model can achieve long-term efficiency, agility, and operational excellence.

For additional insights on shared services transformation and operating models, you can explore perspectives from McKinsey & Company: 

Introduction

Shared services have become a critical part of modern organizations, supporting functions like HR, finance, IT, and procurement. As companies move toward Global Business Services (GBS) and digital transformation, the demand for skilled professionals in shared services continues to grow.

But what exactly are the skills needed to succeed in shared services? Let’s break them down.

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1. Functional Expertise

Professionals in shared services must have strong domain knowledge in their area of work.

For example:

• Finance and accounting
• Human resources
• Procurement
• IT services

Having deep functional expertise ensures accuracy, efficiency, and better service delivery.

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2. Process Improvement Skills

Shared services focus heavily on efficiency and standardization.

Key skills include:

• Process optimization
• Lean and Six Sigma methodologies
• Workflow design

These skills help organizations reduce costs and improve performance.

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3. Analytical and Data Skills

Data-driven decision-making is at the core of shared services.

Important capabilities:

• Data analysis
• Reporting and dashboards
• Use of tools like Excel, Power BI

These skills help identify trends and improve business outcomes.

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4. Technology and Automation Skills

With digital transformation, technology plays a major role in shared services.

Key areas:

• ERP systems (SAP, Oracle)
• Robotic Process Automation (RPA)
• AI and digital tools

Professionals who understand automation can significantly improve efficiency.

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5. Communication Skills

Shared services teams interact with stakeholders across regions and functions.

Strong communication helps in:

• Managing stakeholder expectations
• Providing clear updates
• Resolving issues effectively

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6. Customer-Centric Mindset

Even though shared services are internal, they function like a service provider.

Important traits:

• Responsiveness
• Problem-solving
• Service orientation

This ensures high-quality service delivery.

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7. Change Management Skills

Organizations are constantly evolving, and shared services play a key role in transformation.

Skills required:

• Adaptability
• Managing transitions
• Supporting organizational change

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8. Global and Cultural Awareness

Shared services often operate globally.

Professionals must be able to:

• Work across time zones
• Understand cultural differences
• Collaborate with global teams

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Conclusion

The skills needed for shared services go beyond technical expertise. Today’s professionals must combine functional knowledge, technology skills, and strong communication abilities to succeed in a fast-changing environment.

As organizations continue to expand their shared services and GBS models, these skills will become even more important for building efficient, scalable, and future-ready operations.

Introduction

Shared Services Centers (SSCs) have become a key strategy for organizations looking to streamline operations, reduce costs, and improve service delivery. By centralizing common business functions, companies can eliminate duplication, standardize processes, and drive efficiency across the organization.

In this blog, we explore practical examples of shared services centers and how they help businesses operate more effectively.

What Is a Shared Services Center?

A Shared Services Center is a centralized unit that handles specific business functions for multiple departments or regions within an organization.

Instead of each department managing its own operations, services are delivered from a single center, ensuring consistency, control, and scalability.

Examples of Shared Services Centers

1. Finance Shared Services Center

One of the most common examples is finance.

Functions typically include:

• Accounts payable and receivable
• General ledger management
• Financial reporting
• Expense management

A centralized finance SSC improves accuracy, compliance, and financial visibility.

2. HR Shared Services Center

HR SSCs focus on managing employee-related processes.

Key activities:

• Payroll processing
• Employee onboarding and offboarding
• Benefits administration
• HR helpdesk support

This ensures a consistent employee experience across the organization.

3. IT Shared Services Center

IT SSCs provide centralized technology support.

Examples include:

• Helpdesk and technical support
• Infrastructure management
• Cybersecurity
• Application support

This improves system reliability and reduces IT costs.

4. Procurement Shared Services Center

Procurement SSCs manage purchasing and vendor relationships.

Functions include:

• Vendor management
• Purchase order processing
• Contract management
• Strategic sourcing

Centralization helps achieve cost savings and better supplier control.

5. Customer Support Shared Services Center

Many organizations centralize customer support operations.

Activities include:

• Call centers
• Email and chat support
• Complaint resolution

This ensures consistent service quality and faster response times.

6. Analytics and Reporting Shared Services Center

With increasing focus on data, analytics SSCs are gaining importance.

Key functions:

• Data analysis
• Business intelligence reporting
• Performance dashboards

This enables data-driven decision-making across the organization.

Real-World Example

A global enterprise may establish a Shared Services Center in India to manage finance, HR, and IT operations for multiple regions. This allows the organization to reduce costs while maintaining high-quality service delivery.

Benefits of Shared Services Centers

Shared services centers offer several advantages:

• Improved efficiency and reduced duplication
• Cost savings through centralization
• Standardized processes and better control
• Scalability to support business growth
• Enhanced service quality

Conclusion

Shared Services Centers play a vital role in modern business operations. By centralizing key functions like HR, finance, IT, and procurement, organizations can streamline processes, improve efficiency, and create a strong foundation for growth.

As businesses continue to evolve, SSCs will remain a critical component of operational excellence and transformation.

What Is a Shared Services Center?

A Shared Services Center is a centralized unit that handles specific business functions for multiple departments or regions within an organization.

Instead of each department managing its own operations, services are delivered from a single center, ensuring consistency, control, and scalability.

For a deeper understanding of shared services models and industry practices, you can also explore insights from the Shared Services & Outsourcing Network (SSON):

Introduction

Organizations pursuing operational excellence are increasingly moving toward what is often called the “touchless enterprise.” In this model, business processes run with minimal human intervention through automation technologies such as robotic process automation (RPA), artificial intelligence, and intelligent workflows.

Traditionally, shared services performance was measured using metrics like headcount efficiency or cost per transaction. However, as automation becomes more widespread, these metrics are no longer enough.

The focus is shifting toward automation maturity—how effectively organizations use automation to improve process speed, reduce errors, and scale operations.

Benchmarking the touchless enterprise helps leaders understand where their automation capabilities stand and how they can evolve toward more intelligent operations.

Moving Beyond Headcount-Based Efficiency

For many years, shared services organizations measured success primarily through headcount reduction or labor cost optimization.

While these metrics still matter, they do not fully capture the impact of automation.

A more meaningful approach is to measure how much work is being handled automatically rather than how many people are involved in the process.

Key questions organizations now ask include:

• What percentage of transactions are handled without human intervention?
• How much time is saved through automation?
• How much has manual error been reduced?
• How quickly can end-to-end processes be completed?

These metrics provide a clearer view of operational maturity in an automated environment.

Key Metrics for Benchmarking Automation Maturity

Organizations moving toward touchless operations typically track several performance indicators.

Percentage of Touchless Transactions

This metric measures how many transactions are completed fully through automated systems.

For example:

• Automated invoice processing in finance
• AI-driven ticket resolution in IT support
• Automated employee onboarding workflows in HR

A higher percentage of touchless transactions indicates stronger automation capability.

Reduction in Manual Errors

Automation significantly reduces the risk of human error in repetitive tasks such as data entry, reconciliation, and compliance checks.

Measuring the reduction in manual corrections and exceptions helps organizations evaluate the effectiveness of their automation programs.

End-to-End Process Cycle Time

Automation should also reduce the time required to complete business processes.

Organizations often track the total time taken for processes such as:

• Procure-to-pay
• Order-to-cash
• Hire-to-retire

Improving end-to-end process speed is one of the strongest indicators of automation maturity.

From RPA to Intelligent Process Automation

The first wave of automation in shared services relied heavily on Robotic Process Automation (RPA).

RPA tools mimic human actions to perform repetitive tasks such as copying data between systems or processing standard transactions.

While RPA significantly improves efficiency, it has limitations when processes involve unstructured data, decision-making, or complex workflows.

This is where Intelligent Process Automation (IPA) comes in.

IPA combines RPA with technologies such as:

• Artificial intelligence
• Machine learning
• natural language processing
• predictive analytics

By integrating these technologies, organizations can automate more complex processes and improve operational intelligence.

The Role of Generative AI Copilots

Another emerging trend in automation is the use of Generative AI copilots.

These AI-powered assistants support employees by:

• Providing contextual recommendations
• Automating document generation
• Analyzing operational data
• Assisting with decision-making tasks

Instead of replacing employees, AI copilots enhance productivity by helping teams manage complex workflows more efficiently.

In shared services environments, copilots can support finance analysts, HR teams, procurement managers, and IT service desks.

Building the Touchless Enterprise

Moving toward a touchless enterprise requires a combination of technology, governance, and process redesign.

Organizations that successfully build automation-driven operations typically focus on:

• Standardizing processes before automating them
• Investing in automation platforms and AI capabilities
• Developing internal automation expertise
• Continuously measuring automation maturity through benchmarking

This structured approach helps organizations scale automation while maintaining operational control.

The concept of the touchless enterprise represents the next stage of operational evolution.

Instead of measuring success purely through headcount efficiency, organizations are now evaluating how effectively automation drives performance.

Benchmarking metrics such as touchless transactions, error reduction, and end-to-end process speed provides a clearer picture of automation maturity.

As automation technologies continue to evolve—from RPA to intelligent process automation and AI copilots—organizations that adopt these capabilities will be better positioned to improve efficiency, scale operations, and drive long-term business value.

According to insights from The Hackett Group, mature GBS organizations deliver stronger operational efficiency and enterprise value.

And the 5 KPIs Every Leader Should Be Tracking

As organizations grow in complexity, Shared Services have emerged as more than just back-office hubs they are now critical to driving operational excellence, agility, and data-driven decision-making. But not all shared services are created equal.

What separates world-class Shared Services from the rest? The answer lies in benchmarking, maturity modeling, and rigorous performance tracking.

Benchmarking Shared Services: Why It Matters

Benchmarking provides a mirror helping organizations see how they measure up against industry leaders. It sheds light on:

• Operational efficiency (cost per transaction, cycle time)
• Governance effectiveness (clarity in roles, ownership)
• Service quality (SLA adherence, user satisfaction)
• Digital maturity (automation adoption, data visibility)

Maturity Model: Where Are You on the Shared Services Curve?

Most Shared Services organizations fall into one of these stages:

1. Foundational – Focused on cost reduction, basic standardization
2. Optimizing – Implementing SLAs, limited automation, initial governance
3. Advanced – Process reengineering, cross-functional integration
4. World-Class – Strategic business partner, high automation, agile and data-led

Benchmarking helps identify your maturity stage and the gaps you need to close to move up the curve.

5 KPIs Every Shared Services Leader Should Track

To know whether your Shared Services model is truly delivering value, these five KPIs are essential:

1. Cost per Transaction

• Are you operating efficiently?
• Compare against internal baselines and external benchmarks by function (e.g., F&A, HR, Procurement).

2. First-Time Resolution Rate

• Especially important for helpdesks and internal service centers.
• High rates signal strong process clarity and knowledge management.

3. Cycle Time / Turnaround Time

• How fast are you processing invoices, onboarding employees, resolving tickets?
• Speed is a proxy for both process efficiency and customer experience.

4. SLA Adherence

• Are services meeting agreed standards?
• Enables accountability and fosters trust with business units.

5. Customer Satisfaction (CSAT) or Net Promoter Score (NPS)

• Ultimately, Shared Services is about enabling the business.
• Regular feedback loops help prioritize improvements.

Final Thought: Don’t Just Benchmark — Act

Benchmarking should not end with a comparison. It should spark targeted interventions:

• Redesign workflows with automation in mind
• Upskill staff in analytics and digital tools
• Realign governance models to reduce friction

By embedding benchmarking and KPI tracking into the operating rhythm, Shared Services leaders can transform their units from service providers to value creators.

MARKHAM, ONTARIO, CANADA, October 1, 2024 /EINPresswire.com/ — Aidosol, a leading provider of cutting-edge Data Analytics and Consulting Solutions is proud to announce the addition of Robert Markovic to its Board as Non-Executive Board Member. With more than 25 years of global experience in Talent Acquisition, Workforce Planning and Business Strategy across organizations like Cubic Corporation, Charles River Laboratories and Beckman Coulter, Rob brings a wealth of knowledge that will help steer Aidosol’s expansion into new markets and enhance its advanced analytics offerings.

Currently the Global Vice President, Workforce Planning & Talent Acquisition at PHC Group, Rob is recognized as a champion of People & HR Analytics, with a proven track record of leveraging data to solve complex business challenges. His unique perspective on integrating people strategy with business intelligence will be crucial in further shaping Aidosol’s future.

Rob holds a degree from the University of North Texas and has spent decades at the forefront of Workforce Analytics, Talent Management and Data-Driven Business Transformation.

Gagan Gupta, CEO & President of Aidosol, shared his excitement about this new appointment:

“We are thrilled to welcome Robert Markovic to the Aidosol Board. Rob’s extensive expertise in People Analytics and his deep understanding of how data can shape workforce dynamics align perfectly with Aidosol’s mission to provide data-driven, actionable insights. His experience with global organizations brings invaluable perspective and I am confident that with Rob’s strategic leadership, we will reach new heights in delivering exceptional solutions to our clients.”

Gagan continued, “Rob’s addition to the Board will help us continue our innovation journey, exploring new horizons in Data Analytics, Business Intelligence and Organizational Strategy. This partnership is a pivotal moment for Aidosol and we look forward to the exciting future ahead.”

On his appointment to the Aidosol Board, Robert Markovic expressed his enthusiasm for the journey ahead:

“I’m excited to join the Aidosol Board and work with such a forward-thinking team. Aidosol’s commitment to using data analytics to solve real-world problems is what drew me to this opportunity. I look forward to contributing my experience in workforce planning, business strategy and analytics to help Aidosol innovate and excel in delivering value to its clients. Together, we will push the boundaries of what’s possible in data-driven business solutions.”

About Aidosol

Aidosol is an emerging leader in Data Analytics and Consulting, offering advanced solutions across various sectors, empowering businesses to make informed decisions through the power of data. Aidosol’s expertise spans People Analytics, HR Analytics, and Business Intelligence, with a commitment to helping organizations leverage data to drive growth and transformation.

For further information, please visit www.aidosol.com or contact:

Communications
AIDOSOL
+1 416-830-9903
Media@aidosol.com

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Introduction

Benchmarking is one of the most effective tools organizations use to improve performance. By comparing processes, metrics, and operational outcomes with industry standards or leading companies, businesses can identify gaps and discover opportunities for improvement.

In shared services environments, benchmarking plays a critical role in measuring operational efficiency, service quality, and cost performance. Organizations that regularly benchmark their operations gain valuable insights that help them improve productivity, reduce costs, and strengthen service delivery.

Understanding practical examples of benchmarking can help leaders see how this approach can drive meaningful operational improvements.

What Is Benchmarking?

Benchmarking is the process of comparing an organization’s performance, processes, or metrics against industry leaders or established standards.

The goal is not simply to compare numbers. It is to learn from best practices and apply those insights to improve internal operations.

In shared services organizations, benchmarking often focuses on areas such as:

• Process efficiency
• Cost per transaction
• Service quality and response time
• Automation levels
• Employee productivity

These comparisons help leaders understand how their operations perform relative to others in the industry.

Common Examples of Benchmarking in Shared Services

Process Efficiency Benchmarking

One common example is comparing how quickly different organizations complete similar processes.

For example, companies may benchmark the procure-to-pay cycle time or invoice processing speed against industry standards. If competitors process invoices in two days while another organization takes five days, this highlights an opportunity to improve efficiency.

Cost Benchmarking

Organizations also compare operational costs with industry averages.

For example, shared services teams often benchmark:

• Cost per invoice processed
• Cost per payroll transaction
• Cost per helpdesk ticket

These metrics help organizations identify areas where costs are higher than industry standards and determine where optimization is needed.

Automation Benchmarking

As automation becomes more common, organizations are also benchmarking their level of process automation.

For example, leaders may measure:

• Percentage of transactions handled by automation
• Number of processes supported by RPA bots
• Reduction in manual processing effort

These benchmarks help organizations track their progress toward more automated operations.

Service Quality Benchmarking

Benchmarking is not only about cost and speed. Service quality is equally important.

Organizations often compare service-level metrics such as:

• Response time for service requests
• Customer satisfaction scores
• Resolution time for employee queries

Improving these metrics helps shared services teams deliver better experiences for internal and external customers.

Productivity Benchmarking

Another example involves measuring employee productivity.

Organizations may compare metrics such as the number of transactions processed per employee or the number of cases handled by service desk agents.

This helps leaders understand whether their workforce productivity aligns with industry benchmarks.

Why Benchmarking Matters

Benchmarking allows organizations to move beyond assumptions and make decisions based on data.

When companies regularly benchmark their operations, they can:

• Identify operational inefficiencies
• Learn from industry leaders
• Improve service delivery and customer experience
• Strengthen governance and process control
• Support continuous improvement initiatives

In shared services environments, benchmarking often becomes a key part of transformation and performance management strategies.

Benchmarking provides organizations with a clear view of how their operations compare to industry standards and leading practices.

By analyzing metrics such as cost, efficiency, automation, and service quality, companies can identify opportunities for improvement and strengthen their shared services capabilities.

Organizations that adopt benchmarking as a regular practice are better equipped to improve performance, drive efficiency, and build more resilient operational models.

Benchmarking is one of the most effective methods organizations use to improve performance and identify opportunities for operational improvement. By comparing processes and performance metrics against industry leaders or established standards, companies gain valuable insights into how their operations can become more efficient.

However, benchmarking is most effective when it follows a structured approach. The 7 steps of benchmarking provide organizations with a clear framework for analyzing performance and implementing improvements.

Understanding these steps helps leaders move from simple comparison to meaningful operational transformation.

Identify the Process to Benchmark

The first step is determining which process or function should be benchmarked.

Organizations typically choose processes that have a major impact on operational efficiency or customer experience. In shared services environments, this may include processes such as payroll management, procurement, finance operations, or customer support.

Selecting the right process ensures that benchmarking efforts focus on areas where improvements can deliver the greatest value.

Define Performance Metrics

Once the process is identified, the next step is defining the metrics that will be used for comparison.

Common benchmarking metrics include:

• Cost per transaction
• Cycle time for completing processes
• Error rates or rework levels
• Customer satisfaction scores
• Productivity levels

Clear metrics allow organizations to compare their performance accurately with industry standards.

Identify Benchmarking Partners

Organizations must determine whom they will compare themselves against.

Benchmarking partners may include:

• Industry leaders
• Competitors
• Organizations known for operational excellence
• Industry benchmarking databases

Studying companies that perform exceptionally well helps organizations understand what best practices look like in practice.

Collect Data

The next step is gathering the data required for benchmarking.

Data may come from internal systems, industry reports, benchmarking studies, or professional networks. The goal is to collect reliable information that reflects real operational performance.

Accurate data ensures that comparisons are meaningful and actionable.

Analyze Performance Gaps

Once data is collected, organizations analyze the difference between their performance and benchmark standards.

This gap analysis helps leaders identify areas where improvements are required. For example, if a company processes invoices twice as slowly as industry leaders, it signals an opportunity to optimize workflows or introduce automation.

Understanding these gaps is critical for designing effective improvement strategies.

Develop Improvement Strategies

After identifying performance gaps, organizations can begin designing solutions.

Improvement strategies may include:

• Process redesign
• Standardization of workflows
• Adoption of automation technologies
• Training and skill development for employees
• Strengthening governance and operational controls

These initiatives help close the gap between current performance and benchmark standards.

Monitor and Continuously Improve

Benchmarking should not be treated as a one-time exercise.

Organizations should regularly monitor performance metrics to ensure improvements are sustained over time. Continuous benchmarking allows companies to adapt to changing industry standards and maintain operational excellence.

This ongoing process helps organizations remain competitive and responsive to new challenges.

The 7 steps of benchmarking provide a structured approach for improving organizational performance.

By identifying processes, measuring performance, comparing results with industry leaders, and implementing targeted improvements, organizations can enhance efficiency and strengthen their operations.

When benchmarking becomes a continuous practice rather than a one-time project, it enables businesses to achieve long-term operational excellence and sustainable growth.

According to APQC (American Productivity & Quality Center), benchmarking helps organizations identify best practices and improve operational performance.

Introduction

Human Resources Shared Services (HRSS) have become an essential part of modern organizations. By centralizing HR operations such as payroll, employee administration, recruitment support, and benefits management, companies can improve efficiency while delivering consistent services across the enterprise.

However, simply implementing an HR shared services model is not enough. Organizations must continuously measure performance to ensure that their HR operations remain efficient, scalable, and aligned with business needs.

This is where HR shared services benchmarks play an important role. Benchmarking allows organizations to compare their HR performance with industry standards and identify opportunities for improvement.

Why Benchmarking Matters in HR Shared Services

Benchmarking provides a clear view of how effectively HR services are being delivered.

Organizations use benchmarking to understand whether their HR operations are performing at industry standards or falling behind leading organizations. These comparisons help leaders identify gaps and make informed decisions about process improvements, automation, or resource allocation.

In HR shared services environments, benchmarking often focuses on efficiency, service quality, and cost management.

Key Benchmarks for HR Shared Services

Several metrics are commonly used to evaluate the effectiveness of HR shared services operations.

Cost per Employee

One of the most widely used benchmarks is the cost of delivering HR services per employee.

This metric includes expenses related to HR staff, technology platforms, and operational processes. Comparing cost per employee with industry averages helps organizations determine whether their HR operations are running efficiently.

HR Staff-to-Employee Ratio

Another important benchmark measures the ratio of HR staff to total employees in the organization.

Organizations with mature HR shared services models often achieve lower ratios because centralized processes and automation reduce the need for large HR teams.

HR Service Request Resolution Time

Service quality is a critical component of HR shared services. Measuring the time required to resolve employee queries or HR service requests provides insight into the effectiveness of HR service delivery.

Shorter resolution times usually indicate well-structured processes and strong service management systems.

Employee Self-Service Adoption

Modern HR shared services rely heavily on self-service tools that allow employees to manage tasks such as updating personal information, submitting leave requests, or accessing payroll data.

The percentage of employees using self-service platforms is an important benchmark for evaluating the digital maturity of HR operations.

Payroll Accuracy and Compliance

Payroll accuracy remains a critical benchmark in HR operations.

Organizations track the percentage of payroll transactions processed correctly and monitor compliance with regulatory requirements. High payroll accuracy reduces operational risk and strengthens employee trust.

The Role of Automation in HR Benchmarking

Automation is becoming increasingly important in HR shared services environments.

Technologies such as robotic process automation (RPA), artificial intelligence, and workflow automation help reduce manual tasks and improve service speed.

Organizations that adopt automation often achieve better benchmark results in areas such as service response time, transaction accuracy, and operational efficiency.

Using Benchmarking to Improve HR Performance

Benchmarking is most valuable when it leads to action.

Organizations that analyze HR shared services benchmarks can identify improvement opportunities such as:

• Simplifying HR processes
• Increasing automation and digital tools
• Strengthening HR service governance
• Improving employee self-service adoption
• Enhancing training for HR teams

These improvements help organizations build more efficient and scalable HR shared services models.

Conclusion

HR shared services benchmarks provide organizations with valuable insights into how effectively their HR operations perform.

By measuring metrics such as cost per employee, service resolution time, payroll accuracy, and self-service adoption, companies can identify performance gaps and improve HR service delivery.

Organizations that continuously benchmark and optimize their HR shared services are better positioned to support business growth while delivering efficient and high-quality HR support to employees.

What Are Examples of Shared Services?

Shared services have become a core part of how modern organizations operate. Instead of having separate teams across departments or geographies, companies centralize common functions into a single shared services unit. This improves efficiency, reduces cost, and creates standardized processes across the organization.

But what does this actually look like in practice? Let’s explore real examples of shared services across different business functions.

1. Finance and Accounting Shared Services

One of the most common examples is finance and accounting.

Organizations centralize activities such as:

• Accounts payable and receivable
• General ledger management
• Financial reporting
• Tax compliance

For example, a global company may handle all invoice processing from a single center in India rather than across multiple countries. This reduces duplication and improves accuracy.

2. HR Shared Services

HR is another major area where shared services are widely used.

Typical functions include:

• Payroll processing
• Employee onboarding and offboarding
• Benefits administration
• HR helpdesk support

A centralized HR shared services center ensures consistent employee experience while reducing administrative workload for local HR teams.

3. IT Shared Services

IT shared services support the entire organization from a central setup.

Examples include:

• Helpdesk and technical support
• Infrastructure management
• Cybersecurity monitoring
• Application support

Instead of each department managing its own IT, a shared services team ensures better control, security, and cost optimization.

4. Procurement Shared Services

Procurement functions are often centralized to gain better vendor control and cost savings.

Key activities include:

• Vendor management
• Purchase order processing
• Contract management
• Strategic sourcing

This allows organizations to negotiate better deals and maintain compliance across all locations.

5. Customer Support Shared Services

Many companies also centralize customer service operations.

Examples:

• Call centers
• Email and chat support
• Complaint resolution

This ensures consistent service quality and enables 24/7 support across regions.

6. Legal and Compliance Shared Services

Some organizations extend shared services to legal and compliance functions.

This may include:

• Contract review
• Regulatory compliance
• Risk management

Centralizing these functions reduces legal risks and improves governance.

7. Analytics and Reporting Shared Services

With the rise of data-driven decision-making, analytics has become a key shared service.

Examples:

• Business intelligence reporting
• Data analytics dashboards
• Performance tracking

A centralized analytics team helps leadership make faster and better decisions.

Real-World Example

A multinational company operating in multiple countries may set up a Global Business Services (GBS) center in India. This center handles finance, HR, IT, and procurement for all regions, creating a single source of truth and improving operational efficiency.

Why Shared Services Matter

Organizations adopt shared services because they:

• Reduce operational costs
• Improve process standardization
• Enhance service quality
• Enable scalability
• Support digital transformation

Conclusion

Shared services are no longer limited to basic back-office tasks. Today, they cover a wide range of functions including HR, finance, IT, procurement, and analytics.

As organizations continue to grow and globalize, shared services will play an even bigger role in driving efficiency, innovation, and long-term success.