Home' Defence Magazine : Issue 6 2011 Contents DEFENCE MAGAZINE
What shared services means for you
Shared services will present many
opportunities for individuals and Mr
Pandy says there will be a significant
improvement in the delivery of human
resources across Defence.
“Implementing shared services
boosts our current efforts to build a
professionalised HR domain, which
provides professional development and
career progression opportunities,”
Mr Pandy says.
“The impact of this initiative upon
the current work being done in shared
services across Defence is to broaden
the scope, strengthen the mandate, and
provides an opportunity to rearticulate
the HR operating model for the Defence
“This is an important journey that the
whole of Government is undertaking.
Defence must be part of this journey in
order to position us for the future - we
need to be able to deliver HR services as
effectively and efficiently as possible in a
fiscally constrained environment.”
Mr Grzeskowiak says one of his major
objectives is to offer career paths for
people who have chosen service delivery
as the career they want to work in.
“We will be able to move people
through their chosen career path, or
they can move into different parts of the
service delivery world, building on the
skills they already have.
“The shared services model will help
us design career pathways in line with
the Defence core capability framework,
which will be beneficial to everybody.”
shared services have also been ad-
dressed and it has been widely recogn-
ised that a big cultural shift will need to
take place in some areas.
Mr Pandy says it is vital to ensure
that a ‘business as usual’ approach is
maintained at optimal levels while the
shared services program builds and
delivers significant change.
“We recognise that changes in processes
and service delivery mechanisms can be
disruptive, and we will work with the HR
community to manage any change that
results from implementing shared services,”
Mr Pandy says.
Mr Spouse says people need to be
confident that shared services will provide a
better level of service to their group head.
He also encourages people to think
about the opportunities.
“It’s inefficient having people do
things differently,” Mr Spouse says.
“I think finance people take pride in
doing the best they can for the Defence
organisation and, under current
arrangements, they may not feel like a
part of a team.
“Finance shared services is about
skilling and professionalisation.We need
people doing finance who are finance
specialists if we are going to have a top
notch finance function.”
In Defence Support Group (DSG),
Mr Grzeskowiak says delivering shared
services reform is an exciting time and
builds on the journey that the Group has
been on for some years.
“We already have shared services
working well in DSG. As an example, we
previously had many payroll processes,
now we process all civilian pay, leave and
administration for the whole of Defence,
through a centralised shared service at
Defence Plaza in Melbourne.”
• Shared Services reform represents the transformation of
Defence corporate support functions to deliver Force 2030
in line with Defence’s strategic and reform commitments.
• As the Defence organisation undergoes this period of
reform a collaborative and coordinated approach is being
taken in the development and implementation of shared
services models that deliver upon our strategic intent.
• In alignment with the recommendations arising from
the Review of the Defence Accountability Framework,
an Associate Secretary will be appointed as Chief
Operating Officer (COO) to take accountability for the
implementation of the Shared Services environment
across the enabling functions within the organisation.
• Shared Services programs are already hitting the
ground running, developing pilots and models to deliver
shared services outcomes, with the Human Resources
Shared Services (HRSS) Program taking a lead role
in the development of best practice frameworks. The
HRSS Program has also initiated an information and
education program to engage the broader Defence
community about shared services, and the implications
for both individuals and the organisation.
• Shared services presents an exciting opportunity for the
Defence community and practitioners across the domains
to expand on the existing shared services within the
organisation and lead the field in delivering services.
• Everyone moves to one location
• Everyone works in a call centre
• There will be mediocre service
• Managers will have to fend for
• The needs of my Group/Service
cannot be met.
Defence Support Group’s
Chief Operating Officer,
Mr Grzeskowiak believes that the main thing
for staff to keep in mind is that the shared
services path is simply an extension of the journey
that DSG has been on for some years.
A major benefit will be building on the existing
centres of excellence, which is expected to lead to
more fulfilling career pathways for people through
investment in training opportunities.
“The centres of excellence will mean staff will be well
trained and confident they are doing their job well and
providing a good ser vice to the clients,” Mr Grzeskowiak says.
“This means people will go home at the end of the
week feeling better about themselves and their work.
“Those who work in the business centres will see
growth of their work, with more functions brought
into the business centres, which will provide an
opportunity for a broader variety of work.This will
see the reputation of DSG increase as the benefit
of professionalising function into shared ser vices in
demonstrated across Defence.
“DSG will commence further work early next
year on the next stage of the reform process which
is expected to take three years to transition the
organisation to where it needs to be.
“Right now, no firm decisions have been made on where we
are going to go and this journey will include the opportunity for
everyone to have their say.”
shared services at a glance:
Some common myths about shared services are:
First Assistant Secretary
Human Resources Reform,
The human resources community is keen for
information on shared ser vices, as evidenced
by high attendance at initial information sessions
Three pilot projects will look at shared ser vices
in occupational health and safety, graduate
recruitment, and strategic APS recruitment.
“The input of the HR community is invaluable
as these are the people that understand the systems and have
the experience and exper tise to know what works and what
doesn’t,” Mr Pandy says.
The HR Shared Services program will continue to build
and leverage off existing HR shared ser vices already in place
to realise an integrated, technology-enabled HR
function that delivers the Defence People Strategy
and suppor ts line managers in making people
“We are developing each of the pilot projects in close
consultation with our stakeholders,” Mr Pandy says.
“Also through the pilot projects and other workshops
being held across the HR domain, there will be
increasing awareness and understanding of what shared
ser vices is and what it will mean for the HR community,
as well as oppor tunity to be directly contribute to the
future design of the shared ser vices environment.
“We are working closely with the other shared
services domains to have a consistent approach and minimise
multiple workshops/information sessions for our stakeholders
as we recognise the effort and time the HR community, and the
broader Defence community, are contributing to this process.”
First Assistant Secretary Financial
Management and Reporting,
In the finance domain, David Spouse is anticipating
that most people may not even notice that a shared
ser vice is in place.
“Finance, as an enabling function, should just happen
and people get the financial ser vices they need,”
Mr Spouse says.
“When you get into the business side of group
planning and budgeting and accounting policies and
external reporting and compliance, shared services
will have an impact because we’ll be doing things in slightly
“What we want is that the end result is enhanced, so people need
to be adaptable and have an open mind about that.
“For example, BHP does finance shared ser vices
and the person who runs it is in Kuala Lumpur, so in
reality the change may just be picking up the phone
instead of talking to some co-located with you.
“This is very much a standard way of doing business
across the private sector; it’s not something radical.”
Mr Spouse says a standing committee involving
Defence’s Chief Finance Officer (CFO) and the
CFO at Defence Materiel Organisation have been
engaged right through the implementation planning
process, while workshops involving finance staff of
all levels have been conducted.
The finance shared ser vices message is also being spread in
major Defence establishments.
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