企業導入人力資源共享服務中心之研究 以外商在台子公司為例

Abstract

為因應快速變動的外在經營環境，跨國企業期望從策略的層面，思考如何調整組織架構，達成整體企業目標。許多研究與報導顯示，人力資源功能導入「共享服務中心」(SSC, Shared Services Center)的模式，是上述思維的體現之一。

本研究採訪談方式，蒐集樣本企業導入「人力資源共享服務中心」(HR SSC)資訊，經整理分析搭配文獻探討，歸納出三個驅動因子：降低成本的壓力、回應提升人力資源服務品質與效率的要求、配合組織調整。而根據訪談者的經驗與心得，導入前應具備下列依重要順序排列的三個先決條件:高層的全力支持、完備的管理資訊系統、接受改變的公司文化。

此外，隨著導入的推展，分支機構HR主管及團隊成員其人力資源基本技能、日常作業層面的角色漸漸淡出，而策略層面的角色扮演提升至事業夥伴(Business Partner)的位階。

At strategy level MNCs are trying to adjust organizational structure in order to cope with the ever changing business environment and to achieve company goals. As many studies and news reports revealed, the implementation of HR Shared Services Center (SSC) is one of the adjustments that MNC adopts. Based on the information gathered from interviews with HR head of 12 MNCs’ Taiwan subsidiary, the study finds 3 drivers of HR SSC implementation: the pressure to cut cost, in response to request of better HR service quality and efficiency, and to cope with organization change. And 3 prerequisites for the implementation: full support from the top, adequate MIS, and company culture of willing to change. As the introduction of HR SSC progresses, the basic and operational role that subsidiary HR head or HR professional used to play is gradually transferred to HR SSC, and then the strategic role of HR Business Partner takes the center stage.