Major risks of the three pillar model
In general:
- Complicated structure: a 3D-matrix
- Low cost expectations might turn out to lead to high cost realities
- Too much HR - internally focused
- Different roles require different skills, meaning different people
At the level of the Corporate HR Competence Centre:
- High in the sky: lack of alignment of local practices and global policies
- Too much HQ driven
- Enemy n° 1 for all decentralised HR offices
- Risk of drying out in the end
At the level of the HR Business Partner:
- Local optimisation: ‘wat we zelf niet uitgevonden hebben kan niet goed zijn.’
- Lack of “cross border” thinking
- The NIH-syndrome: there is always a good reason to be different
- HR takes over the ‘people management role’ of the line people
At the level of the Shared Services Centre:
- Time consuming in the beginning, might take the energy (money) away from the relational contacts
- High potential cost of coordination / integration
- Requires a lot of discipline from the user
- Underestimation of the technical difficulties
- Difficult to have feeling with local knowledge that is needed
- Lack of effective accountability within the HR department
