One of the biggest challenges of a Shared Services Center is to motivate and retain their teams, which are extremely focused on cost efficiency and dedicated, primarily, in transactional activities. In order to achieve such operational excellence that managers desire, the SSCs, as service providers, use their manpower intensively, that must be balanced in cost vs. quality trade off. This was one of the discussed topics during the meeting organized by GESC (Study Group in Shared Services) on June 18.
During the meeting, the managers of more than 20 companies such as BASF, Roche, Vale, BRF, Embraer, among others, discussed alternative ways to motivate the team besides financial acknowledgment. This is a great challenge to SSC leaders, since it is not always possible to balance motivation and financial matters due to the constant pressure to reduce costs that Services Centers are subjected to.
One alternative presented was to create a programmed job rotation plan to present other sectors to outstanding professionals, where they can work and develop themselves. Dow, for example, uses this practice, but it is focused on young apprentices’ reality.
At Johnson & Johnson, it was held a mapping of SSC’s talents and also individual interviews with each of them to understand their aspirations for the future. Thereafter, discussions meetings were arranged with the business areas to evaluate which opportunities these talent would have. Thus, it was possible to develop a career path for all potential talents, avoiding complaints from them of a lack of career opportunities in the company. Then, it was possible to manage the anxiety of these talents, which are, almost all of them, representatives of generation y.