Shared Services Model

The services considered under this model are

HR
Infrastructure
Software Development
Finance
Quality
Presales
Project Management & Transition

HR shared services Model

The structure would be one Zonal HR team lead who can deliver all types of
HR activities like recruitment of all types of resources, assisting in performance appraisal, HR related
issue resolutions. The team size would depend on the headcount of the zone and its requirements. It
would be a two tier structure with a team lead and process executive position. The four team leads of
each zone would then roll up to a HR manager centrally .
The ratio of human resources serviced to HR team resources would be finalized and any recruitment of HR
team resources would be based on this ratio.
The reporting structure of these HR teams is given below
BPO head
HR Manager (Centralized at Mumbai or Delhi)
One HR team leads for each zone
HR executives (based on ratio and requirements)
Location This team would be located in central locations of each zone.
Budget - The HR team would have a separate cost budget based on their
numbers and activities ( to be decided ). As far as the projects are concerned, activities like specific
recruitment drive costs as well as advertisements etc would be charged back to the project and so the
project cost structure need to take this cost factor into account in their pricing mechanism.
Customer - The responsibilities of each of the zonal HR team is to service that
Zone and would be the internal vendor for that zonal manager. The Internal customer for the HR activities
for the Zonal operations is the Zonal Delivery Head and the service line Heads. There need to be business
justification for any headcount increase and approved by the service line head and the BPO head. Please
see attached business justification document.
Quality of Service - To avoid issues/challenges with respect to service level
quality, there would be SLAs agreed between the HR team and the Business Units. The performance of
the HR team would be based on the SLA s met.
Payroll for all of BPO would be handled by HCCA and the charge-backs for this services would be based
on the number of payroll in each business units. The data for this payroll would come from the HR dept
from the four zones.
The governance of the HR team would be periodic reviews with the Zonal
delivery managers, service line owners and the BPO head.
The charge-backs for the month for the HR team services would be based on
the number of resources ( employees and others ) in each of the service lines. Direct Costs incurred
specific to projects like advertisements, specific recruitment drives etc would be directly costed to projects.
Indirect costs like salaries of the HR team, trainings etc would be allocated to the service lines based on
the headcount in the individual service lines ( excluding leasing services as well as the headcount in leasing
). The amount allocated to the service lines would again be allocated to the projects on the revenue basis.
This is a STEP DOWN ALLOCATION method

Roles and Responsibilities of the HR team structure

Position
HR manager This role might be
management of the HR team and
doubling up as the team lead for a
Zone

Role
Create and evolve policies and
procedures and cater to the
requirements of the business as
far as HR needs are concerned

HR team Lead

Single point of contact for HR

related activities for the Zone

HR executives

HR activities

Responsibilities
Entire Operation, Coordination
with Internal Client and
Management for smooth
operation and the single point of
contact for the HR
Responsible for recruitment,
Induction, salary payment
coordination, training,
performance appraisal reviews,
Vendor management etc
HR related activities

Platform for HR operations 3i Infotech s HR related systems like KM portal consisting of GTrac,
Leave management, Claims etc would be rolled out to the other entities to have a standardized platform.
Support ?

Approval Hierarchy
For any activity involving cost implication, the HR team would also need the approval from the finance
team other than the service line and Zonal delivery manager . Only after getting the business justification
and approvals from the above teams, can it go for the BPO head approval

Policies : The HR policies would be standardized across the Zone for the Business units except 3i
Infotech. For the employees of 3i Infotech, the existing policies would remain the same.

IT Shared Services Model

The IT services as of now is divided into Technology and Admin ( Infrastructure ). The
new model envisages dividing this into
Software Support
Software Development
Infrastructure - Admin

The structure would be one Zonal HR team lead who can deliver all types of
HR activities like recruitment of all types of resources, assisting in performance appraisal, HR related
issue resolutions. The team size would depend on the headcount of the zone and its requirements. It
would be a two tier structure with a team lead and process executive position. The four team leads of
each zone would then roll up to a HR manager centrally .
The ratio of human resources serviced to HR team resources would be finalized and any recruitment of HR
team resources would be based on this ratio.
The reporting structure of these HR teams is given below
BPO head
HR Manager (Centralized at Mumbai or Delhi )
One HR team leads for each zone
HR executives ( based on ratio and requirements )
Location This team would be located in central locations of each zone.
Budget - The HR team would have a separate cost budget based on their
numbers and activities ( to be decided ). As far as the projects are concerned, activities like specific
recruitment drive costs as well as advertisements etc would be charged back to the project and so the
project cost structure need to take this cost factor into account in their pricing mechanism.
Customer - The responsibilities of each of the zonal HR team is to service that
Zone and would be the internal vendor for that zonal manager. The Internal customer for the HR activities
for the Zonal operations is the Zonal Delivery Head and the service line Heads. There need to be business
justification for any headcount increase and approved by the service line head and the BPO head. Please
see attached business justification document.
Quality of Service - To avoid issues/challenges with respect to service level
quality, there would be SLAs agreed between the HR team and the Business Units after three months time.
The performance of the HR team would be based on the SLA s met after the 3 months time.

SLA

Parameters

Recruitment time
Induction Training

Payroll for all of BPO would be handled by HCCA and the charge-backs for this services would be based
on the number of payroll in each business units. The data for this payroll would come from the HR dept
from the four zones.
The governance of the HR team would be periodic reviews with the Zonal
delivery managers, service line owners and the BPO head.

The charge-backs for the month for the HR team services would be based on
the number of resources ( employees and others ) in each of the service lines. Direct Costs incurred
specific to projects like advertisements, specific recruitment drives etc would be directly costed to projects.
Indirect costs like salaries of the HR team, trainings etc would be allocated to the service lines based on
the headcount in the individual service lines ( excluding leasing services as well as the headcount in leasing
). The amount allocated to the service lines would again be allocated to the projects on the revenue basis.
This is a STEP DOWN ALLOCATION method

Roles and Responsibilities of the HR team structure

Position
HR manager This role might be
management of the HR team and
doubling up as the team lead for a
Zone

Role
Create and evolve policies and
procedures and cater to the
requirements of the business as
far as HR needs are concerned

HR team Lead

Single point of contact for HR

related activities for the Zone

HR executives

HR activities

Responsibilities
Entire Operation, Coordination
with Internal Client and
Management for smooth
operation and the single point of
contact for the HR
Responsible for recruitment,
Induction, salary payment
coordination, training,
performance appraisal reviews,
Vendor management etc
HR related activities

Platform for HR operations 3i Infotech s HR related systems like KM portal consisting of GTrac,
Leave management, Claims etc would be rolled out to the other entities to have a standardized platform.
Support ?

Approval Hierarchy
For any activity involving cost implication, the HR team would also need the approval from the finance
team other than the service line and Zonal delivery manager . Only after getting the business justification
and approvals from the above teams, can it go for the BPO head approval

Policies : The HR policies would be standardized across the Zone for the Business units except 3i
Infotech. For the employees of 3i Infotech, the existing policies would remain the same.

Finance Shared Services Model

The structure would be the same as the HR team given above. There would be a team lead in each of the
zone who would not only take care of the project based data and MIS but also be the first level check for
the budgetary control. All finance data would be routed through this team to the CFO office
The Internal customer for this team is the BPO head and the CFO office that depend on this team for their
financial data.
The SLA for this team is ONTIME, CORRECT data collection and analysis of data collected

The governance of this team through periodic review would be with the CFO office, service lines and the
BPO head.
All activities including fixed assets procurement would have the finance team in the loop and as usual the
invoices would be routed through this team to the CFO office for accounting purposes.
Budgeting Process:

Yearly Budgets for Projects

Yearly Budgets for Cost Centres (including Support teams)
Monthly Analysis against Budgets
Variance Analysis
Variance against Standard Costing
Budgeted Cash Flows
Cash Flow Variance Analysis

Invoicing process:

Contract/ Order Copy

Volume Confirmation
Application of proposed rates for Invoicing
Invoicing Request to CFO/ Sales Team for billing

Collection Process:

Collection Data from CFO

Mapping of collections against Invoices
Debtors Analysis Month wise
Follow up with Clients for Collections

Costing Process

Cost Sheets for New Projects

Coordination with Sales team for Pricing
3 Year Budgets and Risk Assessment for Projects
PID Creation for the Project
Cost Models

Vendor Management Process:

Receipt of bills from Project Heads

Mapping of bills to the Budgets

Approvals as per Authorization Matrices

Bills to be sent to CFO for payment

Vendor Query Management/ Issuance of cheques

Management of Advances to Vendors

Resources and Charge outs Cost Monitoring

Resources Mapping to Projects

Time Sheet Booking
Area Occupancy Reporting
Basis of charge outs
Idle Time and Leave Booking on Projects
Asset Utilization Reports
Inter Process Charge outs

Indirect Costs Booking

Bills/ Costs Approvals

Allocation of Costs
Monthly Control against Cost Budgets
Basis of Allocation for Indirect costs against Projects

Approval Hierarchy process:

Authorization Matrix as per Company Policy

All activities with cost impact need to be routed through the finance team

Authority Matrix based on the Nature of payment and slabs of amounts

Shared Services Structure

Position
Manager This role is
management of the Finance team
in all locations

Role
Create and evolve policies and
procedures and cater to the
requirements of the business as
far as Finance needs are
concerned

Zonal Leads - 1 in each zone

Single point of contact for

Accounts and Finance related
activities for the Zone.

Responsibilities
Financial Operations
Strategy Policies and
Procedures
Coordination with
Customer (Process
Owners)
Financial Reporting to
Management
Escalation Point of Contact
for the Finance related
activities.
Responsible for vendor
payments
Statutory liabilities
Accounts Finalization
MIS of Zonal accounts
Coordination at the Zonal
level
Project Costing

Finance Executives (3 each in

Delhi and Chennai for invoicing/
banking, accounting, statutory
compliances and for back up) and
5 ( Vendor Management, Audit,
Invoicing , MIS Project Pricing
and Statutory Compliance in
Mumbai)

Accounting and Costing

activities

Accounting of financial
transactions
Preparation of basic
financial documents
Invoicing to Customers
Vendor Bills Processing
Coordination with Auditors
MIS Preparation.

Budgets and Chargeback - The Finance Team shall have a Cost Budget based
on their numbers and activities (to be decided). As far as the costs of the projects are concerned, all direct
costs would be charged back to the project. All other corporate and indirect costs like selling and
administrative expenses shall be charged on a pro-rata basis.
The charge-backs for the month for the HR team services would be based on
the number of resources (employees and others) in each of the service lines. Direct Costs incurred specific
to projects like advertisements, specific recruitment drives etc would be directly costed to projects. Indirect
costs like salaries of the HR team, trainings etc would be allocated to the service lines based on the
headcount in the individual service lines (excluding leasing services as well as the headcount in leasing ).
The amount allocated to the service lines would again be allocated to the projects on the revenue basis. This
is a STEP DOWN ALLOCATION method

IT Software development shared services model

The IT software development team would be centralized as much as possible. Local location support would
be given wherever necessary and charged to the project.. Zone wise consolidation will definitely be there