Certificate in Global Business services Syllabus Overview

Transcription

1 ertificate in Global usiness services Syllabus Overview

2 Introduction Global business services as an industry has grown enormously over the last 15 years and diversified into new functional areas, new markets and is now developing into centres of excellence for the world s leading businesses. Underpinning successful and sustainable growth for the industry is the right training and development for employees. s the first step in a new and unique training programme for all levels of GS employees, IM and The Hackett Group have worked with world-class practitioners to produce a new, globally consistent qualification which will provide a talent and skills benchmark for both providers and clients. The ertificate in Global usiness Services is the first professional qualification certified by a global professional body for people working in global business services, shared services and outsourcing functions. Overview of the qualification The qualification addresses broad global business service centre issues and focuses on service specifics. The weightings have been applied based on feedback from respected practitioners and users. ssessments are designed to test deep knowledge of each topic area and go beyond desk instructions. Generic GS controls, tools & techniques Historical context and basic principles of global business service models 10% Governance structures and control frameworks for global business services 10% usiness processes and service management methods 15% D usiness tools and techniques that can be used in a global business services environment 15% Service specifics E Finance activities and processes in the context of global business services 20% F Human resource activities and processes in the context of global business services 10% G Information technology activities and processes in the context of global business services 10% road Perspectives H Procurement activities and processes in the context of global business services 10% Over the following pages, the learning outcomes for each module will be outlined in greater detail.

3 . Historical context and basic principles (10%) Explain the historical context to the development of global business services. Explain the strategic drivers which affect the development of a global business services approach. Describe the basic organisational frameworks used to provide global business services. Explain the matters to be considered when drawing up a business case for implementing a global business services approach. Distinguish between the four main global business service models. Describe the activities suitable for transferring into global business services. The history of the development of global business services. The essential characteristics of global business services. The characteristics, features and variations of the global business services market. External drivers including the PESTEL model. Internal drivers including both financial and non-financial factors. usiness change issues. In-house provision, joint ventures and outsourcing. The quantitative (financial and non-financial) considerations. The qualitative (non-financial) considerations. Risks and opportunities. The definitions and features of the main global business service models (in-house, outsourced, on-shore and offshore), their advantages and disadvantages. Variations on the standard models. The activities within the finance, human resources, information technology and procurement processes that may be suitable for transferring into a global business service.

4 . Governance structures and control frameworks (10%) Explain the drivers that determine how a global business service should be organised. Explain the different governance structures and business models. Explain the different costing and pricing models used to account for global business services. Explain the governance issues arising from introducing change. Explain the governance techniques needed to manage staff. Explain the governance issues arising from data ownership. The market, organisational, technology and volume and complexity drivers and their influence on organisational control methods. The essential characteristics of the main governance structures (mandated, market-based, negotiated and business services). Their advantages and disadvantages, including the impact of the different models on behaviours and business delivery. The features, advantages and disadvantages of the main costing models (cost centre recovery, activity-based costing, standard costing). The features, advantages and disadvantages of transfer pricing. The features, advantages and disadvantages of the main pricing models (cost plus, market price). The impact of change on an organisation. Enablers of change and barriers to change. hange cycle models (Rodgers adoption curve and Fisher transition curve). The importance of qualitative staff governance techniques. The importance of quantitative staff governance techniques. The importance of data security and methods to manage data security risks.

5 . business processes and service management methods (15%) pply the different management control methods. Explain end-to-end process mapping. Explain the importance of standardising a business process. Explain the different methods used to manage and control global business services. Explain the issues to be considered in the effective management of global business service stakeholders. Explain the management methods required for effective service delivery. The basic stages of a process and the implications of each stage for operational efficiency. The distinction between standardised and multiple methods of working. The benefits of standardisation in improving the effectiveness of outcomes. The features of the four management control methods for global business services (centralised services, functional global business services, multifunctional global business services and national/global business services) and their advantages and disadvantages. The main global business service stakeholders and their specific concerns. The essential characteristics of service management. Qualitative measures of service quality. Making a positive impact on the customer including measures of success. Techniques to support effective service delivery.

6 D. business techniques and tools (15%) Explain the role of project planning in global business services. Describe and explain the use of service level agreements. Explain the application of the 4 model to global business service operations. Explain the tools used to measure performance. Explain the tools used to improve efficiency and effectiveness. The phases of project management project charter, project plan, implementing and monitoring plans (including use of Gantt charts) and project close-out. The role of service level agreements in global business services. The factors to consider in the design and management of effective service level agreements including the impact of cultural expectations. The key features of the 4 model and its use in improving efficiency and effectiveness in delivering outcomes. The use of key performance indicators including the key features of the main types of indicators and their advantages and disadvantages. The benchmarking process, the features of the main types of benchmarking including how they apply to global business services and advantages and disadvantages of each. The principles of defect management and how it improves service delivery. The use of Six Sigma including the DMI model and Fishbone diagrams to enhance operational performance.

7 E. Finance activities and processes (20%) D E F G Explain the main finance activities involved in global business services. Explain the Order to ash process. Explain the ank to Treasury process. Explain the Purchase to Pay process. Explain the Time to Expense process. Explain the ccount to Report process. Explain usiness Report to ccount Filing process. The nature of basic finance operations (cash management, financial accounting, management accounting). Key drivers of the finance department structure. The key characteristics and efficient management of order management, customer billing, accounts receivable, credit collection and cash application. The key characteristics and efficient management of bank reconciliations and treasury operations. The key characteristics and efficient management of purchase order management, purchase invoice receipts, accounts payable, pro-forma invoices, purchasing cards and cash payments. The key characteristics and efficient management of time and attendance and travel and employee expenses. The key characteristics and efficient management of payroll accounting, inventory accounting, contract accounting, project accounting, inter-company accounting, asset capitalisation and general accounting. The key characteristics and efficient management of standard business performance reporting, business analysis, external reporting and tax filing.

8 F. Human resource activities and processes (10%) D Explain how HR services can be delivered within an organisation. Explain how HR supports effective organisational change and business performance. Explain the role of HR in developing staff. Explain the basic HR processes and activities. The HR delivery methods (in-house, using application service providers, deploying business process outsourcing or a professional business process outsourced service). The key drivers of the structure of HR provision within an organisation. The key characteristics and efficient management of organisational design, workforce planning including gap assessment, compliance management, labour relations, benefits (both pay and non-pay), employee relations and HR reporting. The key characteristics and efficient management of training and development, talent management and career planning. The key characteristics and efficient management of hiring, payroll payment, payroll administration, pension administration, employee data management, health and welfare and employment termination.

9 G. Information technology activities and processes (10%) D Explain the main elements of an IT system. Explain the main activities in IT planning. Explain the key IT project activities. Explain the main activities in IT operations management. Hardware, software, information systems (transactional and business intelligence systems). The drivers of the structure of IT provision within an organisation. The key characteristics and efficient practices for IT planning (business planning, enterprise architecture planning and governance and security management). The key characteristics and efficient practices for systems development (build or buy), testing, training, systems changeover and systems evaluation and review. The key characteristics and efficient management of systems maintenance, change control, IT help desk, contract management, controls to mitigate IT risk and business continuity planning.

10 H. Procurement activities and processes (10%) Explain the key strategic procurement activities. Explain the tactical procurement processes and activities. Explain the basic procurement processes and activities. The nature of basic procurement operations. The key characteristics and efficient management of sourcing strategy e.g. alignment with corporate goals, supply market analysis and category management. The key characteristics and efficient management of supplier selection, contract management and supplier relationship management. The key characteristics and efficient management of determining requirements (including MRP planning), purchase requisition processing, receipting of goods and services, dispute management and compliance management.

11 uthor Steven Swientozielskyj (Hons) M FM GM ertificate in GS (GS) a self-guided learning experience The ssociate-level programme is available now and consists of two parts: initial certification and lifelong learning. It is designed for maximum flexibility in terms of individual learning style and pace whilst maintaining the assessment rigour of a best practice qualification, using a single professionally invigilated exam to test learning and application of knowledge. ertificate in Global usiness Services The fundamentals of the main operating models ourse text books. Flexible online learning. 24/7 availability. ccess anywhere. Self-guided pace. Fits around business cycles and projects. ourse can be completed in 3-6 months. omputer-based objective test exams at over 5,500 worldwide centres. Individual certificates issued after completion. Knowledge entre providing online access to case studies, decision frameworks, GS performance data, webcasts and GS research This qualification can be the first step in a GS career or undertaken as a refresher for those at a senior level needing to understand a junior role. It is wholly tailored to the GS function and designed to be studied in a flexible style to suit the needs of the business and individual. The course is complemented by access to the Knowledge entre, an information portal with access to further learning resources including up to date GS thought leadership and research.

12 The Hackett Group and the hartered Institute of Management ccountants (IM) have jointly established the ertified Global usiness Services Professionals programme. Together, they are addressing the need to provide clear, consistent and structured professional certification, talent development and lifelong learning for the global business services (GS) and shared services sector. The unique and pioneering programme combines the strengths of IM s global professional development accreditation capabilities with The Hackett Group s GS best practices intellectual property that defines how to achieve world-class performance. Rooted in the proven best practices that underpin the professional skills and knowledge needed to achieve and maintain world-class performance standards, the programme offers recognition and accreditation in the form of global designations for world-class multi-discipline GS organizations, complemented by current research and lifelong learning. IM is the world s largest professional body of management accountants. IM helps businesses succeed by harnessing the full power of management accounting. Since inception on 1919 we have grown to span 179 countries with a global population of over 228,000. We provide continuing professional development services, fund academic research, develop thought leadership, maintain a code of ethics for members and monitor professional standards. In 2012 our joint venture with the IP created the global GM designation. The Hackett Group (NSDQ: HKT), an IP-based global strategic business advisory consulting firm, is a leader in best practice advisory, benchmarking, and transformation consulting, and assists GS clients in all aspects of their transformation. The Hackett Group s insights are fact based, from over 11,000 benchmarks with 4,500 major corporations and government agencies, including 93% of the Dow Jones industrials, 83% of the Fortune 100, 87% of the DX 30 and 48% of the FTSE 100. The Hackett Group 1000 bernathy Road NW Suite 1400 tlanta, G T T (toll-free) W IM The Helicon One South Place London E2M 2R United Kingdom T. +44 (0) W