Some MNCs find it a challenge to adopt a standardised delivery model for their HRM services. Imagine that an organisation has chosen to adopt the type of structure shown in Figure 11.2 at a corporate level. This would have very significant implications at a local – or country – level. It would also require significant changes in the skills and capabilities of local HRM professionals. Additionally, it would impact the way that important international HRM responsibilities, such as the management of international mobility, might be organised.
As a reminder, in Figure 11.2, the central column in the diagram shows how an HR service centre might be structured to provide support.
The first level represents the more transactional aspects of activity, which may be delivered from service centres or processing hubs, in multiple geographical locations, or outsourced to third-party providers; the second level illustrates an embedded HRM business partner (HRBP) structure; with the third level involving more added-value functional support or centres of excellence.
Choose a particular country, and some of the major international organisations within it. For those organisations, consider the challenge of implementing a structure along the lines of that illustrated in Figure 11.2.

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Line Manager Recruitment interviewing, employee relations issue management, update systems, staff development Design (IHR Ops processes) Account Management Service Management Financial Management Service Development HR Technology Deliver HR Shared Services Manager & Employee Self Service Initial advice, perform updates, basic training, manage people processes First line query handling General employee services, basic queries and advice, case logging, user support LEARNING & DEVT PERFORMANCE MGT RESOURCING PAYROLL & REWARD EMPLOYEE RELATIONS CAPABILITY DEV'T Transaction processing Administration, transaction processing, process management and tracking, system updates, document production, data management LEARNING & DEVT PERFORMANCE MGT RESOURCING Update personal information, research queries and policy, participate in discussions, make requests on-line Specialist Support RESOURCING PAYROLL & REWARD Provider management, MI provision, User Support PAYROLL & REWARD BID SUPPORT Employee MI/ REPORTING Design (What the business needs) Deliver HR Business Partners Business / management planning, capability development, talent management, proactive use of MI, manager up skilling, competitor benchmarking, big management coordination Define (Legal & stat requirements) Design Specialists/ Centres of Expertise Policy design and development, best practice/ external benchmarking, specialist input, standards maintenance and development REWARD, TALENT & RESOURCING, CAPABILITY DEVELOPMENT, EMPLOYEE RELATIONS, CHANGE MANAGEMENT HR Leadership Set direction and strategy, develop culture, lead change, ensure business alignment, HR branding and role, future service development