Igniting the next generation of HR Shared Services

It was one of those mornings that perfectly illustrated the reality of global business. On a single video call, Singapore was wrapping up its day, São Paulo was just beginning, and Brussels was balancing in between. The agenda was straightforward: the performance of our global HR Shared Services.

Yet within minutes, I sensed an undercurrent of dissatisfaction. Processes were in place. KPIs were met. But the heartbeat of HR, connection, trust, and purpose, was missing. What should have been a platform for transformation had quietly turned into a factory for transactions.

I paused and asked myself: is this really what Shared Services were designed to be? Too often, in the race to centralize, organizations forget the essence of HR. They chase standardization without inspiration, efficiency without engagement. And in a global setting, this oversight is amplified. You are not just streamlining processes, you are bridging cultures, mindsets, and time zones.

That day, I invited the team to reimagine what HR Shared Services could mean. Not a helpdesk hidden behind portals and ticket numbers, but a living, breathing part of the business. A team deeply connected to the organization, curious about its challenges, responsive to its nuances, and empathetic to its people.

We shifted the conversation. Instead of asking, How do we make this process faster? we asked, How do we make this process matter? Instead of focusing only on service delivery, we concentrated on creating experiences. We included Shared Services in strategic discussions that were previously reserved for HR Business Partners and senior leaders.

The change was immediate and profound. Local HR stopped reinterpreting global policies because they already felt relevant. Employees reached out earlier, confident they would be understood. Leaders began to view Shared Services not as a back office, but as a partner in growth. The transformation was not about technology or structure. It was about energy.

We ignited a sense of ownership and pride that transcended borders. What was once seen as a processing center evolved into a movement. A place where momentum was built, where cultural cohesion and operational excellence lived side by side.

Here is the truth. Complexity is inevitable in global HR. But complexity does not have to mean fragmentation. With the right approach, Shared Services can become the connective tissue of an organization, turning insight into action and operational discipline into cultural strength.

The real question is not whether you have a Shared Service Center. The question is whether it is igniting your people, your culture, and your strategy or quietly draining them.

It is time to stop managing Shared Services and start inspiring them. Because when you do, they stop being services and start becoming a movement.

Now, I would love to hear your perspective: How do you see the future of HR Shared Services in your organization? What will it take to move from service delivery to experience creation?

In the past we reviewed the effectiveness and efficiency of Shared delivery models and practices. In case you are interested to learn more please drop us a note.