No abstract

is head of human resource management (HRM) services for Waterman-Anderson-Lockhart-Trevor (WALT) 1 , a global professional services firm that provides audit, tax, and consulting services to commercial client organizations in over 90 countries. Her department employs 110 HR specialists who provide HR services for the 120,000 employees that work for WALT. The HR specialists onboard new employees, keep employee data updated, track employee training portfolios and benefits packages, ensure payroll compliance, deliver training on HR services, provide consulting on HR benefits, and assist divisions with recruiting processes and compliance, among other duties. Diana's department is part of WALT's global business services center (GBS) that provides support services for human resources, procurement, and financial and accounting services for all of WALT's service lines. Diana reports to David Burroughs, Head of WALT's GBS. GBS was created 10 years ago as a centralized support function to keep administrative costs low while providing service excellence to the business lines. Initially GBS had one delivery center located in Chicago Illinois near company headquarters. Five years ago, GBS opened a delivery center in Mumbai India and has since relocated 300 jobs of its 525 jobs to India. 2 Among Diana's 110 HR specialists, 40 people work in the Chicago center and 70 people work in the Mumbai center. WALT's business is growing at over ten percent per year and senior management has just told David that GBS must absorb the additional work volumes next year without a proportional increase in GBS headcount. WALT's growth is partly fuelled by its competitive pricing, so it must keep costs low in order to keep prices aligned with its competitors. Additionally, the partners expect WALT to improve profit margins. David called a meeting with Diana and the other GBS department heads from procurement and financial and accounting services to consider the mandate. David began, "Yes we find ourselves again trying to do more work without more resources. In the past ten years, we've managed to reduce costs by creating GBS, by centralizing and standardizing services, by applying Six Sigma process improvements methods to streamline processes, and by creating a captive center in Mumbai. We need to think about what we can do next to lower costs while still protecting our record of service excellence. I've prepared the most recent benchmarking reports for each of your departments. Please take a month and come back prepared with a plan to take on more work without adding more headcount."

Theoretical chemistry Z 0350 Critical Assessment of Pharmaceutical Processes -A Rationale for Changing the Synthetic Route -[107 refs.]. -(BUTTERS*, M.; CATTERICK, D.; CRAIG, A.; CURZONS, A.; DALE, D.; GILLMORE, A.; GREEN, S. P.; MARZIANO, I.; SHERLOCK, J.-P.; WHITE, W.; Chem. Rev. (Washington, D. C.) 106 (2006) 7, 3002-3027; Proc. Res. Dev., AstraZeneca, Bristol BS10 7ZE, UK; Eng.) -Lindner 41-276