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They shape the way work flows consistent with the ideas and ideals of the business leader. They help identify choices not evident or known to the business leader about how the organization might be better structured and governed. They come to management meetings understanding business realities and organizations, and they ensure that dialogue focuses on the right issues. With resources accessed through alliances more than ownership, they ensure that organizational capabilities cross internal organizational boundaries.
However, when the users of the process agree on the elements to include, a common language can be formed, around which later evaluations can be made. There are abundant opportunities to apply cost, quantity, time-liness, quality, and employee reaction metrics to determine the quality of HR administrative services. Measuring their effectiveness is required for HR. Without measurement, it is impossible for HR to operate like a business and decide how to deliver its services. However, quantitative and qualitative measurement can be more than just a tool to assess administrative services.
Service centers emerged in the 1990s as a way to get administrative tasks done more efficiently in a centralized standardized way. Call centers are used to answer employee questions in a standardized way rather than by having a number of embedded HR professionals doing the same tasks in different organizational units. Service centers usually do routine, standard transactions better, faster, and cheaper. A second approach is to do HR administrative work through self-service IT–based systems. Technology allows a great deal of administrative HR work to be done by employees themselves.
The required spaces