Benefits and challenges of setting up HR Shared Service Centers: An example from a pharma company based in Prague, Czech Republic

After the Second World War and especially in the early 70s a new phenomenon arose – today widely known as globalization. It eliminated barriers and thus increased international competition. Companies such as Siemens, General Electrics and Procter & Gamble were forced to act globally in order to stay competitive and therefore they had to redefine their businesses in a strategic and internationally oriented manner. As one of a company’s most essential departments, human resources was tremendously forced to adapt to the changed business environment. Language skills, cultural awareness and global mobility were only a few new requirements in human resources. Early in the beginning of globalization, large companies recognized the opportunity to outsource specific departments with the goal of cost-saving and resource bundling. Manufacturing was and still is a predestined department to make use of outsourcing, whereas the situation for other departments including IT, procurement and human resources is more complex. The main fear is losing control to the outsourcing partner. Main departments with a strategic importance for the overall success are therefore only conditionally suitable for outsourcing. Companies need to ask themselves, how much control over their human capital they are willing to sacrifice for saving costs and staying competitive. With the purpose to evade this conflict of objectives, companies seek for a hybrid model, which allowed them maintaining control and cutting costs at the same time. In the early 70s, first companies found the solution in the Shared Service Center model, which then rapidly spread throughout a number of countries and industries. Human Resources Shared Service Centers can be defined as a hybrid model, combining advantages and avoiding disadvantages of outsourcing and decentralization of Human Resources. The Shared Service Center model is expected to lower costs, improve efficiency and service quality, and enable organizations to better focus on core functions. Although the strategy seems only having advantages, there are many aspects to consider in the pre-implementation phase. Moving to the Shared Service Center model represents an immense strategic project, including high risk, costs and impact on the overall success. For this reason, the project needs to be well planned, designed, implemented, monitored and evaluated from the right people, at the right time and at the right place. Any small mistakes made during the project might have an unpredictable and irreversible impact and prevent the company from benefiting of the Shared Service Center model or might even force the organization to stop the project completely. Before deciding to implement Shared Service Centers, companies need to accept that there is neither guarantee for success nor a universally valid success strategy. Best and worst practices will be discovered during the transition at the earliest and a success evaluation can only happen in the post-transition phase. Although the Shared Service Center model is not a recent trend as it found first-time application many decades ago, the topic remains relevant as many companies still hesitate implementing this risky strategy. Some organizations succeeded, others failed and returned to their old approach while some are currently in the transition phase. Before deciding to move to the Shared Service Center model, one of the top pharma company’s was facing the same issues as other companies on such a scale. The management increasingly felt the pressure to offer the same or an even better service quality at a lower price. Changing the strategy and implementing Shared Service Centers across the globe was seen as the most promising solution. The large pharma company with employees of many nationalities worldwide offers a huge variety of cultures, which can be seen as a chance, but also as an obstacle on the way to a successful Shared Service Center implementation. Primarily, the company has to consider that the project might not work in the same pace, quality and method for all countries. Finding best practices for all countries is a desirable goal, yet not easy to achieve

A Comparison of Methods to Analyze Aquatic Heterotrophic Flagellates of Different Taxonomic Groups

Heterotrophic flagellates contribute significantly to the matter flux in aquatic and terrestrial ecosystems. Still today their quantification and taxonomic classification bear several problems in field studies, though these methodological problems seem to be increasingly ignored in current ecological studies. Here we describe and test different methods, the live-counting technique, different fixation techniques, cultivation methods like the liquid aliquot method (LAM), and a molecular single cell survey called aliquot PCR (aPCR). All these methods have been tested either using aquatic field samples or cultures of freshwater and marine taxa. Each of the described methods has its advantages and disadvantages, which have to be considered in every single case. With the live-counting technique a detection of living cells up to morphospecies level is possible. Fixation of cells and staining methods are advantageous due to the possible long-term storage and observation of samples. Cultivation methods (LAM) offer the possibility of subsequent molecular analyses, and aPCR tools might complete the deficiency of LAM in terms of the missing detection of non-cultivable flagellates. In summary, we propose a combination of several investigation techniques reducing the gap between the different methodological problems. (C) 2017 Elsevier GmbH. All rights reserved

Teachers or Psychologists: Who Should Facilitate Depression Prevention Programs in Schools?

The current study evaluates a depression prevention program for adolescents led by psychologists vs. teachers in comparison to a control. The universal school-based prevention program has shown its efficacy in several studies when implemented by psychologists. The current study compares the effects of the program as implemented by teachers versus that implemented by psychologists under real-life conditions. A total of 646 vocational track 8th grade students from Germany participated either in a universal prevention program, led by teachers (n = 207) or psychologists (n = 213), or a teaching-as-usual control condition (n = 226). The design includes baseline, post-intervention, and follow-up (at 6 and 12 months post-intervention). The cognitive-behavioral program includes 10 sessions held in a regular school setting in same-gender groups and is based on the social information-processing model of social competence. Positive intervention effects were found on the change in girls’ depressive symptoms up to 12 months after program delivery when the program was implemented by psychologists. No such effects were found on boys or when program was delivered by teachers. The prevention program can successfully be implemented for girls by psychologists. Further research is needed for explanations of these effects