With all eyes in Government focused on the upcoming spending review, and the impending cuts, organisations are looking for ways to find the required efficiencies. Currently over 80% of Government is covered by shared services but this is set to expand as the new coalition pushes hard for more collaborative working.
The original review conducted by Lord Gershon in 2004-5 talked about the use of shared services, and this is more prevalent than ever, with it being central to the new Government’s ideas on efficiency savings. The Efficiency Reform Group, under Francis Maude’s stewardship, is continuing this with directives about mandating centralisation and shared services.
…cost benefits that can be realised include between 20-30% savings on back office functions
Typically, cost benefits that can be realised include between 20-30% savings on back office functions. Shared Services are a consideration for smaller agencies of Government departments as they offer cost & efficiency but many are still concerned about the break in service quality that may arise from a shared service implementation.
The impact of shared services has been met with mixed experiences in the public sector previously, with some high profile departments struggling to balance the need for efficiency with an expectation on service delivery that was required. This is a fine balance, with a desire to reduce duplication across departments, their executive agencies and NDPBs providing an increased opportunity, but increased workload, for existing SSCs and their employees. The impact of any collaboration is a reduction in workforce, with resulting redundancies, particularly given the geographical spread of existing shared services.
To achieve a successful implementation communication is the key – clarity and consistency from all stakeholders being imperative. The task of systems integration, identifying processes and protocols, and deciding what is and isn’t included in the service delivery is no easy task. What seems like a straight forward decision has major implications and needs thought and time. The question is, will Whitehall wait and take the necessary steps to ensure success?
So what does this mean for employees who may need to or are interested in a move into a shared service? The key will be presenting yourself in the best possible light, the balance of being technically very strong in your role, with the ability to build relationships and engage stakeholders. Working in a shared service will change the relationship from colleagues in an organisation to client and supplier of a service, and as in all these relationships, communication is the link that pulls the chain together. To make yourself attractive, think about your network, who your relationships are with, and highlight your transferable skills.
