global business services programme executive summary docs/global... · global business services...
TRANSCRIPT
Association of
A partnership from
Certified GBSProfessionals
Global business services proGrammeeXecuTive summarY
5x more world-class Gbs consider Gbs experience critical for future positions
Developing world-class employees in global business services
Despite advances in technology, people remain at the heart of every business. With the transformation of shared services into centres of excellence, talent management in global business services has never been so important. But realising the potential of individuals to be world class has lagged behind the development of the processes and pathways. The ability of a GBS centre to outperform its peers depends on the skills of its employees and without the appropriate training and development throughout their careers, the potential of the business will never be fully delivered.
The Chartered Institute of Management Accountants (CIMA) and The Hackett Group (THG) have joined forces to develop an entirely new programme of certificated training as part of a life-long learning programme, specifically to support individuals with a career in global business services. Both parties have brought complementary sets of industry-leading expertise together to create this unique programme, and to form a new membership body, the Association of Certified Global Business Services Professionals.
World-class organisations place a major emphasis on training and education
Note: world class is defined as in the top quartile in both efficiency and effectiveness measures.
Source: The Hackett Group GBS Performance Study
World-class GBS centres invest significantly more in training their workforce than peer organisations
World-class GBS organisations place higher value on GBS experience than peer organisations
Average no. of training hours Value placed on GBS experience for future positions
Critical Important Interesting Not at all
5%
25%
11%
0%
47%
25%
37%
50%
Manager Professional Clerical
25
70
23
60
38
73
Critical Important Interesting Not at all
5%
25%
11%
0%
47%
25%
37%
50%
Manager Professional Clerical
25
70
23
60
38
73
Peer Peer World class World class
better employee talent management drives better company performance
Company Performance
Return on Assets (ROA)17% higher
EBITDA13% higher
Return on Equity (ROE)48% higher
Net Profit Margin13% higher
DemanD manaGemenT – GBS workforce needs to be flexible and knowledgeable to meet varying customer demand for services and the challenges of the job
recruiTmenT – Having an attractive value proposition provides an edge in competitive GBS locations
TraininG – Is valued by employees, increases competencies, improves morale and productivity and the ability to add value to business customers
reTenTion – Effective talent management reduces uncontrolled attrition, lowers costs and provides more consistency in customer service
career DevelopmenT – Active preparation for career development to move people from role to role and business to shared services and vice versa
skills – Skills and competencies over and above technical skills are essential to successfully manage interactions with clients and deliver customer excellence efficiently
GBSMANAGEMENT
TEAM
TEAM LEAD/MANAGER
ASSOCIATE
advanced DiplomaA current leader of a GBS organisation (typically consisting of several leveraged centres, and/or outsourcing contract relationships), GBS centre, or one of the members of the GBS organisation’s senior management team.
DiplomaEither a mid-level manager running a process work team within a leveraged centre, or a senior associate within a leveraged centre preparing for a role as a manager.
certificateEntry level associate performing transactional or knowledge-based work
The Gbs programme provides lifelong professional development
IMPLEMENTATION ASSESSMENT DESIGN OPTIMISATION
And these are structured across the GBS lifecycle:
Servicedelivery
components
SERVICE DELIVERY MODEL
Serviceplacement
Processingsourcing
Processdesign
Enablingtechnology
Skills &talent
Governance &organisation
Information
processLifecycle phase
Serv
ice
deliv
ery
Servicestrategy
Demandmanagement
Financialmanagement
Serviceportfolio
management
Servicecatalogue
management
Changemanagement
Infrastructuremanagement
Knowledgemanagement
Supplymanagement
Suppliermanagement
Servicemigration
management
Contactcentre
management
Servicecontinuity
management
Qualityimprovement
Servicedesign
Servicetransition
Servicestrategy
Continualservice
improvement
SERVICE MANAGEMENTFRAMEWORK
INTEGRATED TRANSFORMATIONMANAGEMENT EXECUTION FRAMEWORK
Integratedtransformationmanagement
Enterpriseleadershipvision and
goals
Servicedeliverymodeldesign
Stakeholderalignment &employee
engagement
1 Strategic alignment & governance
Integrated transformation management2
3
4
Servicedeliverystrategy
SDMtransformation
execution
Executive commitment
and engagement
Organisationalreadiness and
adoption
SDM transformation
Organisational change
competencies are developed around three foundational Gbs frameworks
level service DeliverY service manaGemenT TransformaTion manaGemenT
Gbs management Team
Strategy, design, and implementation of GBS core delivery capabilities, including:•GBS strategy & vision•Process sourcing•Organisation model•GBS location selection
Strategy, design and implementation of GBS organisation mgmt., including:•Demand & supply management•Supplier management•Service operations & continuity•BPO vendor management•Service pricing
Building the transformation organisation programme to optimise performance:•Business case•Change leadership•Transition strategy•Measurement, optimisation &
expansion
Team lead/manager
Work team process management excellence focusing on:•Process design & technology•Skills & talent• Information
Work team operational excellence focusing on:•Performance & talent
management•Continuous improvement•Customer service excellence
End-to-end process transition excellence focusing on:•Change management•Transition planning & techniques•Go-live & transition issue
management
functional management specialisation topics, including:
Finance centres of excellence•Process management
excellence: purchase to pay, account to report, order to cash
HR contact centres•Process management
excellence: total rewards admin, employee data management, staffing services
IT frameworks – ITIL/COBIT process management excellence:•Help/service desk,
database/email admin, application development
Procurement ROI analysisprocess managementexcellence: •Supply data management,
requisition & PO processing, supplier management, compliance management
associate Understanding of GBS models, trends and core delivery processes:•Process mapping and procedure
development•Process excellence: finance, HR, IT
and procurement key metrics, best practices, process automation
The Associate’s contribution to end-to-end process transition excellence focusing on:• Clear understanding of the end-to-
end process inputs and outputs• Process migration techniques• Continuous improvement through
deployment of Lean, Six Sigma, and process improvement methodologies
The Associate’s contribution to operational excellence focusing on:•SLA’s and KPI’s•Customer service language and
techniques•Competency and career
development in GBS
Certified GBS Professionals – Knowledge CentreOnline access to: decision frameworks, case studies, GBS performance data, webcasts, and GBS research
summary of skills and capabilities training by level
BR
OA
D P
ER
SPE
CTI
VE
S
Generic GBScontrols, tools& techniques
Service specifics
A
B
C
D
E
F
G
H
Understanding global business services in the context of globalisation, dierent operating models and the services mix. 10%
15%
15%
20%
10%
10%
10%
10%
Tools applied in global business services including SLAs, KPIs, project management, continuous improvement, defect management, Six Sigma and benchmarking.
Understanding the full range of end-to-end finance processes. Providing decision support and traditional finance operations.
Planning, analysing and reporting workforce metrics. Process compliance and control. Supporting a range of HR activities including recruitment, payroll and benefits processes. L&D support.
Approaches used to manage hardware, software and information systems. Management of IT planning, projects and ongoing IT operations.
Understanding supply chain fundamentals including sourcing, category and contract management. Compliance and disputes. Stakeholder management.
End-to-end process mapping and e�ciency. Standardisation. Stakeholders and service management. Qualitative service considerations and other customer measures.
Understanding governance structures and operating models. Costing and pricing of services. Change issues. Data ownership and risk.
certificate in Gbs – learning outcomes
Assessments are designed to test deep knowledge of each topic area and go beyond desk instructions.
GLOBAL BUSINESS SERVICES QUALIFICATION
Author Steven Swientozielskyj BA(Hons) MBA FCMA CGMA
Knowledge Centre providing online access to case studies,decision frameworks, GBS performance data, webcasts and GBS research
Course textbooks.
Flexible online learning. 24/7 availability.
Access anywhere.
Self-guided pace. Fits around
business cycles and projects.
Up to 100 hours study time. Allow
three months.
Computer-based objective test exams at over
5,500 worldwide centres.
Individual certificates issued after completion.
The Associate-level programme is available now and consists of two parts: initial certification and lifelong learning. It is designed for maximum flexibility in terms of learning style and pace whilst maintaining the assessment rigour of a best practice qualification.
certificate in Gbs – the learning experience
phase 1assessmenT
phase 2DesiGn
phase 3implemenTaTion
phase 4opTimisaTion
service delivery model (sDm)
Future SDM vision•Business/G&A context•GBS models•Goals & objectives• Process & technology
readiness• High-level future state
process design•Legal & statutory review•Staffing requirements
Detailed SDM design•Process design•Service placement•Process sourcing•Enabling technology• Organisation/skills &
talent
SDM implementation•Process•Enabling technology•Organisation•Team building•Facilities
SDM stabilisation•Process•Technology•Organisation
Transformation management
• Baseline, performance metrics & opportunity assessment
•High-level organisation design• Initiatives, transition strategy
& roadmap•Business case
• GBS implementation preparation
Transition management•Recruitment•Transition teams & planning• Training & knowledge
transfer• Go-live preparation &
cut-over
• Measurement – re-baseline cost, productivity, performance
•Optimisation projects
service management framework
Service strategy Service design Service operation Continuous improvement
•Operating models•SMF overview & concepts•Governance overview
•SLA’s, OLA’s & KPI’s • Reporting, performance & control dashboards
• Business continuity planning
• Performance management & continuous improvement
• Customer service & satisfaction surveys
•Talent management
Diploma in Global business services (DGbs)
change management
programme/project management
advanced Diploma – Global business services (aDGbs)
phase 1assessmenT
phase 2DesiGn
phase 3implemenTaTion
phase 4opTimisaTion
service delivery model (sDm)
Future SDM vision•Business/G&A context•Vision•Goals & objectives• Process & technology
readiness• High-level future state process
design• Talent & organisation model•Legal & statutory review• Footprint strategy/location
analysis
• Detailed SDM design•Process design•Service placement•Process sourcing•Location choices• Enabling technology• Organisation/skills &
talent
SDM implementation•Process•Site(s) build-out•Sourcing roll-out•Enabling technology•Organisation•GBS talent management
SDM stabilisation•Process•Sourcing•Technology•Organisation• Talent management
leadership
Transformation management
• Baseline, performance metrics & opportunity assessment
• High-level organisation design/organisation impact
• Initiatives, transition strategy & roadmap
•Business case
• GBS implementation plan
• Business case update
Transition management• Organisation restructuring•Recruitment• Training & knowledge
transfer• Go-live preparation &
cut-over•Benefits realisation
• Measurement – re-baseline cost, productivity, performance
•Scope expansion•Geographic expansion• Captive/outsourcing
evaluation•Benefits realisation
service management framework(smf)
Service strategy Service design Service operation Continuous improvement
•Demand management• Service portfolio management•Financial management
•Supply management• Service catalogue
management• Supplier
management
• Contact centre management
• Infrastructure management• Service continuity
management
•Quality improvement•Knowledge management
change management
programme/project management
benefiTs To The orGanisaTion• Create a more dynamic and flexible workforce able to
shift between finance, HR, IT, and procurement process execution teams.
• Build a core foundation of knowledge and skills around key best practices, performance metrics, stakeholder management, and control frameworks, in use at leading multi-functional global business services organisations.
• Better engage and retain your best talent to keep your GBS organisation positioned for growth.
• Increase your organisation’s agility to respond effectively to change.
• Delight your customers through a deeper understanding of their needs, and enable higher satisfaction rates.
benefiTs To The emploYee• Gain a broader understanding of finance, HR, IT and
procurement processes and best practices
• Acquire a professional, globally recognised qualification
• Develop enhanced skills, knowledge and capabilities
• Develop a broader understanding of customer and business issues
• Apply this learning in current and future roles
• Gain recognition from colleagues and management
It took me three months to study the syllabus and pass the exam; overall I found the text book easy
and enjoyable to read. From an exam perspective it was straight forward to schedule the exam at a time and place that suited me and felt the length of the exam was just right for the number of questions.
Overall I have thoroughly enjoyed the whole experience and would encourage other companies to offer this development opportunity for their employees. I would give it a big thumbs up for the Shared Services Industry and look forward for the launch of subsequent levels of qualifications.
Carolyn Bywater ACMA, CGMA Back Office Manager – Shared Services Business Support Group Yorkshire Water Services Ltd (Kelda Group)
We’ve been looking for a structured training programme to provide consistency across our
own functional teams, to provide support around career development and ensure knowledge is shared, understood & kept up to date. CIMA’s GBS qualification has delivered this to us and will help realise the value a business service centre creates, to help Sodexo to deliver excellence in customer service across the areas we support.
Lee Brittain, Director of Business Shared Services, Sodexo UK & Ireland
how will my organisation and employees benefit?
cimaThe HeliconOne South PlaceLondonEC2M 2RBUnited Kingdom
T. +44 (0)20 8849 2251W. www.cimaglobal.com/gbs
www.cimaglobal.com/facebook
www.cimaglobal.com/twitter
www.cimaglobal.com/linkedin
The Association of Certified GBS Professionals is a collaboration between The Hackett Group and CIMA, the Chartered Institute of Management Accountants. This unique partnership combines CIMA’s certificated global professional development program capabilities with The Hackett Group’s global business services (GBS) best practice intellectual property. The organisation brings to market the first comprehensive talent management and certified professional development qualification program specifically tailored for GBS and shared services professionals. By working together, The Hackett Group and CIMA are addressing the need for GBS and shared services organisations to provide clear, consistent and structured professional certification and talent development programs based on best practices to grow the professional skills and knowledge needed to achieve and maintain world-class performance standards.
CIMA is the world’s largest professional body of management accountants. CIMA helps businesses succeed by harnessing the full power of management accounting. Since inception on 1919 we have grown to span 179 countries with a global population of over 228,000. We provide continuing professional development services, fund academic research, develop thought leadership, maintain a code of ethics for members and monitor professional standards. In 2012 our joint venture with the AICPA created the global CGMA designation.
The Hackett Group (NASDAQ: HCKT), an IP-based global strategic business advisory consulting firm, is a leader in best practice advisory, benchmarking, and transformation consulting, and assists GBS clients in all aspects of their transformation. The Hackett Group’s insights are fact based, from over 11,000 benchmarks with 4,500 major corporations and government agencies, including 93% of the Dow Jones industrials, 83% of the Fortune 100, 87% of the DAX 30 and 48% of the FTSE 100.
Association of
A partnership from
Certified GBSProfessionals
The hackett Group1000 Abernathy Road NWSuite 1400 Atlanta, GA 30328
T. +1 770 225 360 T. 1 866 844 6514 (toll-free)W. www.thehackettgroup.com
www.thehackettgroup.com/facebook
www.thehackettgroup.com/twitter
www.thehackettgroup.com/linkedin