By Karen Shrum, Liz Burokas, Katie Hilferty, and Jonathan Wigginton
The movement to shared services should continue to be a priority for the new leaders of our government. Shared services bring operational effectiveness, cost efficiencies, and increased customer service. The transition to shared services is a significant transformation for any leader and organization. It is also significant for the people working within that organization. As with any transformation, the human capital element should be top of mind. As leaders engage in the planning for and transition to a shared services operating model, they must consider the size and composition of the workforce. Their shared services workforce is a blended one: it consists of the staff that will operate the shared service center. It also includes the functions and services that do not transition, traditionally referred to as the retained organization.