Professor Frasca and classmates

In response to your peers, provide feedback about their initial post and offer strategies for overcoming the challenges of a shared service delivery model and employee resistance to new self-service technology. Provide examples and supportive evidence.

Post # 1

Barbara Martindale,

Good Morning Professor Frasca and classmates

  • How can a shared service delivery model benefit the employees and management of an organization?
  • What are some challenges of a shared service delivery model to the employees and management of an organization?
  • How do changes in technology affect service delivery, effectiveness, and efficiency?

A shared service delivery model is evolving as a transformational “must have” as technology advances and customization of human resource management becomes strategically mandatory.  Shared service is defined as the organization of the human resource department that centers areas of expertise through service centers and/or outsourcing (Noe, Hollenback, Gerhart, & Wright, 2016).

The shared service delivery model is a proficient cornerstone to ensure human resource governance aligns and leverages a competitive advantage in administering all functions.  This does entail the decrease of time spent in transactional HR tasks, so as to increase ability to address strategic issues.  The benefits involve more specialization in respective areas, such as workers compensation and pension law.  An organization can capture and position CSR (corporate social responsibility) that directly impacts the triple bottom line of people, planet and profit, in a robust manner.   Broward Health organization outsources the workers compensation arm of the business and can subsequently deal with that as a silo function.  This outsourcing can also be beneficial in protection of the company in the area of lawsuits and financial upheaval.

The challenges of the service delivery model may include a less personable approach and more errors in data.   For instance, (AI)  artificial intelligence and ESS (employee self-service) relies on the employee and their skillset to manage information.  The SHRM (Society of Human Resource Management) Body of Competency and Knowledge posits that the HR specialist identifies opportunities to expound HR operations by outsourcing technologies that automate human resource work  (The SHRM Body of Competency and Knowledge. (n.d.).  Broward Health incorporates an ESS capability for the employee to “cafeteria style” select their healthcare benefits and access their historical total rewards package.

The HR cache of jobs may be upskilled as internet-based IT (information technology) and e-HRM standardize and automate the administrative functions of HRM duties (Marler & Parry, 2016).  The advent of Telehealth, virtual teams and global initiatives require a vigorous skillset of critical data analysis and forecasting on the HR professionals’ part.  Technology upkeep is paramount as our pool of diverse stakeholders becomes more inclusive and a multigenerational and cross-generational workforce necessitates preferred methods of communication style.  A mentoring relationship can exist between the multigenerational workforce as evidenced in MasterCard’s internal program that partners young employees to work with older colleagues on their tech skills (Knight, 2014).

How can an organization optimize their brand message when outsourcing human resource functions?


Knight, R. (2014). Managing People from 5 Generations. Harvard Business Review Digital Articles, 2–5.

Marler, J. H., & Parry, E. (2016). Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management27(19), 2233–2253.

Noe, R. A., Hollenbeck, J. R., Gerhart, B. A., & Wright, P. M. (2016). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education

THE SHRM BODY OF COMPETENCY AND KNOWLEDGE™. (n.d.). Retrieved June 20, 2020, from

Post # 2

Nichelle Van Der Mark

A shared service delivery model is a way to organize the function of HR, which includes staffing and training, administrative and transactional tasks such enrolling in trainings and changing benefits that are accessible online and the development of different programs (Noe, Hollenbeck, Gerhart, & Wright, 2018). Self-service options are a part of this model and the can benefit organizations in different ways. It can reduce the organization’s carbon footprint by being paperless and it is available 24/7 and can be accessed on multiple devices (Handy, 2017). There are some challenges though, as staff would need to be trained, application maintenance subscriptions for a large organization can be costly and there would be less personal contact between employees and the HR department (Handy, 2017).

My organization recently implemented the “Talent” application for out-of-office requests as a self-service option for staff. The application is intended to digitalize the entire HR function and allow staff full insight into their file. This has not fully been implemented or finalized, but since they implemented the “off-day request” feature, I have experienced more efficiency in making requests and getting these approved or denied. It’s so effective to me, now more than ever, that I can request days remotely. This is especially handy since I’ve been working from home for the past 5 months due to the pandemic. In my experience, this has made the requesting/approving/denying of days out-of-office more efficient and customer friendly for the staff and it provides a clear overview for the HR department. This small implementation has had positive impacts on all involved. I hope to experience the full application in practice to determine its effectiveness and efficiency in general.


Handy, A. (2017, July 7th). The Pros and Cons of Employee Self Service. Retrieved from Dominion:

Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2018). Human Resource Management-Gaining Competitive Advantage (11th ed.). New York: McGraw Hill Education.

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