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HR processes that are supported in TOPdesk

Call management and services Questions and complaints Workflows (new staff and the like)

Self Service Desk Call registration and tracking News portal Whos who Knowledge base

Staff files Asset registration (laptops, telephones, key cards, etc.) Document storage

Assessment management
everything is automated. When someone leaves the company, an HR member runs a report, which provides an immediate overview of all the items that correspond to that employee. criteria first-year employees used during their job searches. We then use that information in our recruitment campaigns, says Rik.

Planning for annual reviews Planning and registration for training programmes Employee surveys

Recruitment Registration of applicants Registration of job openings Workflows

Transparent administration
According to Rik, a nice by-product of using TOPdesk is that the administration has become more quantifiable and transparent. We are now better prepared to satisfy our accountants requirements. He needs to see, for example, how pay raises and contract changes are processed and authorized. All these things have been documented in TOPdesk.

Document management Send letters and mailings Post registration Email imports

Effective recruitment
Since our software is so widely applicable, we do not just use it to carry out administrative changes and serve our colleagues; we also use it to support some of our recruitment needs. We use the Survey module to gather recruitment information from our colleagues. The Starter Survey is used to find out what kinds of

Visitor registration Reports

TOPDESK 19

The Hype is Over:


The Rise of the Shared Service Centre
Bringing multiple departments together under one roof in a Shared Service Centre (SSC) has turned out to be not just another passing trend, but a serious solution to the problems that many organizations face. Setting one up, however, is not always successful. Research shows that a third of all SSC projects do not live up to their expectations. The primary reasons are a lack of standardization, insufficient process specifications and inadequate policies regarding the purpose and functioning of the SSC.

TEXT: NIEK STEENHUIS

Decentralization
In order to explain the rising popularity of SSCs, it is first necessary to examine their roots. The rise of the SSC in the nineties was not in line with the trend of decentralization that began after World War II. In the decentralized organizational model, each branch has its own support services such as facilities and financial departments. This kind of localized support is attuned to the specific needs of the branch and enables each branch to concentrate on its own activities. Localized support also means that coordination costs are low and opportunities for employees to develop career-wise are greater because staff and support services remain in close contact.

However, because support departments in this model are focused on just one branch, collaboration between support staff departments is far from efficient. For example, each facilities department has its own processes, systems and assets that differ from the other facilities departments. The SSC is a means to improve the poor collaboration between various departments at one branch. IT, Facilities and HR departments all work with similar processes they all provide services to their colleagues but they have their own systems and administration. Since each support department at each branch purchases its own supplies,

the costs for the organization as a whole are relatively high. For quite a while, these high costs did not equate to a large financial burden. There was significant growth in the market in the last century and the profits that could be made by expanding with the market were many times greater than the savings that could be made through internal reorganization. Since 2001, however, increasingly more organizations have been facing saturated markets, which, consequently, are less profitable. To increase their profit margins, many organizations are trying to keep costs down through internal reorganizations, of which the formation of an SSC is an example.

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