Shared Services
Organizations that transition towards shared services departments benefit from increased cash control, improved vendor relationships, and a reduction in non‐revenue staff. Centralized departments allow for the efficient implementation of new technologies and modification of standardized business practices. However, there are significant cultural, political, and procedural challenges involved in ensuring a successful transition.
As leading experts in the design and build of shared service centers, our resources can provide guidance, as well as hands‐on assistance, with every aspect of the design and build of the shared services department.
Steps to a Successful Shared Services Department
Process Development – RPI presents a variety of options based upon their prior experience and leads design sessions to evaluate and modify those processes to meet the organization’s specific needs. RPI provides perspective based on its expertise to obtain the optimal efficiency and deliver the best possible service given the technologies and staffing available.
Staffing Plan – RPI analyzes the projected volumes of the department and the impact of key technologies such as EDI and purchasing cards to determine the necessary department structure and number of staff per position. They then develop job descriptions, pay scales, and a hiring timeline. RPI also assists with interview and selection of key personnel.
Communication Plan – Communication during the design process is essential to ensure local needs are accommodated. RPI trains not only the AP staff but the local department managers as well. RPI develops a "Welcome Kit" providing all the information that local staff need to know about the transition and the new processes. It also helps present the information to leadership and hospital department managers.
Document Imaging and Workflow – Document Imaging and Workflow are key technologies. With them, invoices can be scanned in AP, routed for approval, and later retrieved electronically by local or AP staff. The result is a true "paperless" environment, increasing efficiency and reducing the chance of errors. RPI helps organizations identify and implement the best software to meet these needs.
Transition Strategy – RPI eliminates the guesswork from the transition by establishing clear roles and responsibilities for both new and old AP. From vendor communications to determining how to clear up old statements and invoice matching issues, RPI has the experience to put together a plan that addresses all concerns.
Measurement and Evaluation –- Metrics such as invoice entry volumes and efficiency, timeline for invoice approvals, pricing discrepancy error rates, duplicate payments, and invoice matching errors are critical to enabling the new AP management to optimize its operations. RPI designs a metrics dashboard with key information and trains the AP staff to produce these metrics on a monthly basis.