Cummins is reimagining the Human Resources function to deliver higher value support to our business partners while focusing on the moments that matter for our employees. Achieving the vision requires us to organize differently and redesign workflows to deliver enhanced employee experience. We envision our shared services group will become an operational powerhouse with expanded capability to deploy excellent services while also growing operational capability and capturing efficiencies. This group will become the primary support to manager and employee needs and a close collaborator and consultant across the HR function and to the organization. Additionally, we will elevate our Care Centers and support both self-service and high touch interactions. The support of our employees, managers and retirees is paramount and we have designed our moments that matter with care.
As we embark on this transformation it would be helpful to learn from other companies that have gone through similar transformations. We are interested in items such as:
- What value add processes have you had success centralizing in shared services?
- What value add processes have you not had success in centralizing in shared services and why.
- Do you have care centers to manage employee/manager inquiries? If so,
- how are they structured? If multiple care centers, is there a single leader over them to set standards?
- What key services are part of these centers?
- Are they virtual or physical centers – what learnings can you share about co-location vs virtual care centers?
- How do you address the need for fluency in many different languages
- What challenges have you encountered due to data privacy regulations and the information/data contained and shared across your shared services organization?