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Comprehensive Shared Services in the Oil Industry

HR shared services, turbocharged


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Abstract

Caught between significant industry growth and a rapidly aging work force, this major oil company needed to greatly improve its ability to recruit and hire employees, manage employee onboarding and deploy staff around the globe. These stepped-up demands were straining the company’s human resources shared services organization (SSO) to the breaking point.

The Challenge

The company, already hiring new employees at a record pace, projected that it would need to hire 5,000 people every year for the next three years – five times the annual hire rate of only a few years ago. The company was also managing hundreds of in-country transfers and expatriate assignments as its global talent needs intensified, and employees were moving from position to position within the company at an increasing rate. To meet the heightened needs of the business, the human resources (HR) SSO knew it would need to address the following issues:

  • A time-consuming recruiting, hiring and on-boarding process
  • Cumbersome and error-prone expatriate job offer and relocation processes
  • Inconsistent customer service
  • More than 80 separate country-specific HR information systems,  precluding enterprisewide visibility to talent information
  • Data integrity problems across transactional and data aggregation systems

How We Helped

The HR SSO launched a number of initiatives to improve service delivery in the areas of recruiting, expatriate and HR data management. With Deloitte's assistance, the SSO:

  • Streamlined and standardized the global recruiting and hiring process. Improvements included consolidating the company’s internal and external hire processes and systems and automating a number of administrative tasks.
  • Redesigned the global expatriate job offer process. Improvements included the elimination of several complex process hand-offs, management of processing demand having preprocessing notification for complex transactions, and simplification of transaction processing templates.
  • Added key staff to the expatriate administration organization, including additional immigration advisors and counselors, to handle increased volume.
  • Designed customer service processes and designated specific individuals within the expatriate and recruiting functions to act as customer service representatives.
  • Consolidated local HR information systems into the companywide Enterprise Resource Planning (ERP) system.
  • Consolidated HR data management processes from six shared services center (SSC) locations to three.
  • Created a global metrics and data quality function to oversee HR data quality.
  • Created dashboards for each of the SSO’s specific organizations to enable ongoing performance monitoring.

Solution

Improved efficiencies in recruiting and expatriate administration have allowed the SSO to fill positions more rapidly and better meet business-unit expectations. The company is getting the right talent to the right place faster than ever before. For instance, the expatriate administration function is now completing more than 90 percent of its international job offers within the time specified by its Service Level Agreement, up from only 50 percent. Meanwhile, the improvements to HR data management have given the company a clearer view of its global work force, improving its work force planning, talent development and job assignment efforts.

As used in this document "Deloitte" means Deloitte LLP (and its subsidiaries). Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. 

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