New Wheels of HR: Outsourcing. 1 P a g e New wheels of HR Outsourcing
|
|
- Jessica Holt
- 7 years ago
- Views:
Transcription
1 New Wheels of HR: Outsourcing 1 P a g e New wheels of HR Outsourcing
2 Abstract World over, outsourcing is the key trend shaping the future of Human Resource function and the role of HR. Commonly referred to as Human Resource Business Process Outsourcing (HR BPO) or simply Human Resource Outsourcing(HRO), the outsourcing model is the wheel of HR in the new age organizations. With superior technology and advanced process, HRO can bring in measurable benefits for an organization at lesser cost and defined service levels. 2 P a g e New wheels of HR Outsourcing
3 New wheels of HR Outsourcing Human resource management is a process of bringing people and organizations together so that the goals of each other are met. The role of Human Resource (HR) manager is shifting from that of an administrator and screener to the role of a planner and change agent. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the global alignment of Indian organizations. There is a need for multi skill development. Charles Handy also advocated future organizational models. Such organizational models focus on people centric issues and call for redefining the future role of HR professionals. And at the same time, Businesses are demanding high performance from all the Key Stakeholders in Business. On this demanding playing field, it requires nonstop innovation and a consistent drive to become more efficient. Technology and cost savings are not enough increasingly, the competitive edge for any global player is people. And increasingly people and the HR direction and philosophy have become the cornerstone for delivering superlative performance for any Business. 3 P a g e New wheels of HR Outsourcing
4 CEO s envision that HR function should be focused entirely on strategic activities, and not performing the regular transactional activities. CEO s mandate is no way compromising the employee related transactions that sustains the satisfaction for the employees but is based on well proven premise that contribution and real value for HR lies elsewhere. The structure which emerges for HR is a team consisting of a of high- level contributors, perhaps internal consultants, HR process designers and Change Champions leaving all the transactional and administrative activities to vendors for which those processes are core. More than a decade after large U.S. companies began to adopt shared services in HR, this delivery model has proven its worth by cutting administrative costs, reducing transaction errors and generating greater employee satisfaction with basic HR processes. In India as well companies form their human resources vision and charter to give them a competitive edge in Talent Acquisition, retention and Management, and developing/ aligning employees to meet business goals, HR shared services has entered an era of increased relevance and value. World over, Outsourcing is the key trend shaping the future of HR. Traditionally HR has been a support function to support the Business critical processes. As the organizations are striving to be best in both growing and maturing markets, the focus on performance and efficiency has grown manifold. In such relationships, a company contracts with a vendor that rents its skills, knowledge, technology, service and manpower for an agreed-upon price and period to perform functions the client no longer wants to do. Much attention has focused recently on the outsourcing of staffing, including temporary and contract workers, and IT professionals. A much less noticed, though growing, business has been that for human resources business process outsourcing, either HR BPO or more commonly referred to as HRO (Human Resource Outsourcing)-Starting with payroll processing, outsourcers now offer to take over virtually any HR activity or even the entire function. 4 P a g e New wheels of HR Outsourcing
5 With increasing focus on HRO, there are business benefits to specific standards for HRO, further enabling movement up the value chain by leveraging an equally shared partnership between supplier and buyer. As HRO evolves, organizations have new choices for delivery options that reflect the strengths of their prospective business partners. Some of these investments will produce real benefits for the HR industry in general. It is up to you to make critical decisions about how they will impact your organization. HRO varies based on company- specific circumstances. However, certain common elements are usually present when you are thinking to outsource the function: Companywide consistent policies and processes, from which standardized, automated transaction processing can be achieved A central knowledgebase Some use (often extensive)of employee and manager self-service applications from a Web portal Most often, but not always, a single HRIS (Human Resource Information System) platform A contact center, internal or outsourced, for fielding queries and handling other tasks by phone, and chat For decades, administrative matters related to compensation, benefits and personnel policies have consumed HR s time. Now, most, if not all of these processes can be standardized, centralized and automated through a HRO. This frees HR to apply its energy to talent management, organizational development and other strategic endeavors that contribute directly to meeting business goals. In time, adopters will reap the doublebarreled benefit of cutting costs and boosting HR s strategic impact. What can t be Measured can t be Achieved Most people would agree that, in the past, HR has lacked the sophistication level of measurements that most other corporate functions are accustomed to today. However, during the past few years, HR has increasingly focused to deliver value with making the HR output completely objective for the Business. These improved metrics and analytics are the result of not only increased sophistication from the mathematical perspective but also specific research on real-life HR problems. It started with Technology solutions - ERP systems have also been a help to some buyers seeking to improve their analytics, but the hard management disciplines for creating a measurement culture in HR are often still lacking. 5 P a g e New wheels of HR Outsourcing
6 However with the surge of HRO, organizations have real options to generate change within their organizations. We have looked at metrics in recruitment like Cost per hire, Time to fill etc. But HRO has thrown a completely new paradigm to measure HR. HR typically would have common needs when it comes to various areas within HR but a lot would get differentiated on what vision and final objective an organization needs to have. However, there are fundamental aspects of performance one would need to track to bring in more objectivity. HRO organizations have already invested in producing the best practice around operating standards and the associated analytical tools to go with those standards Outsourcing Creates a Focus One of the pluses of going through the outsourcing procurement process is that you will learn much about your organization. The outsourcing process forces you to understand how your processes are being handled currently and how they compare to others in the industry. A detailed As is understanding of the process through scientific diagnostic tools helps to evaluate where you currently stand. This end result won t be some fancy consulting report but a set of expectations that will chart out deliverables for Business. These decisions will really focus thoughts about what you need or don t need, since you will be immediately translating them into real money. Let s take the example of Recruitment process One has traditionally looked at cost per hire and time to fill. However, measurements through HRO throw some startling metrics to watch out for. One could calculate the cost of every resume that is put in the process. With outsourcing this process, one will have a saving of 30% and processing cost of each resume is 0.7x; you have put some money on the table to think about. To illustrate this further, let s say on an average your HR junior management team spends 40% of their time on employee query management and your middle management tier is spending 20% of With an HR team of 20 people with 3 managers, your organization spend is 8.6 FTE on just employee query management. their average time on escalation related to employee queries. With an HR team of 20 people with 3 managers, your organization spend is 8.6 FTE (Full time equivalent) on just employee query management. And on top of this there is no definitive service level measurement. However, with HRO relationship, HR decision maker is empowered with that information and can demand about service level measurements: not whether they should be 99.5 percent versus 99.9 percent but whether these are the measurements that really impact the mission of the organization 6 P a g e New wheels of HR Outsourcing
7 HRO Leads to an Overall Impact HRO empowers leaders to have real- time views of their organizations for their vision and charter. At the end of the day, the success or failure of HR will not be based upon how long it takes to answer a call in the contact center but rather around a much broader set of business metrics. Already, areas of HR that lend themselves to better standards via HRO include the obvious services surrounding employee recruiting commonly known as RPO, payroll and other Retirals administration activities, as well as identification and administration of benefits plans. In addition, HROs are developing capabilities that will help organizations produce better results when it comes to managing workforce productivity, reducing liability exposure for employee relations issues, or being able to model global workforce changes to mirror changes in the business requirements. You may call HRO as a Business process outsourcing Business Improvement or may be Business Re-engineering for that matter and maybe an HR transformation, or something else entirely? Whatever you choose to call it, the name signifies a lot about mindset, objectives, and approach to implementing HRO. None of the above is accomplished without some pain. Standardizing and then centralizing processes are the first two steps toward creating an HRO model, whether internal or outsourced. In highly decentralized companies, this can take several months. Some adopters choose to begin with only certainaspects and do the rest over time. The journey of HRO process would evolve in three stages to reap the actual benefits: In a leading Insurance company, Business leaders initially resisted HR Outsourcing because they wanted their HR people to work on their problems. The top management, however, wanted HR team at the business units to focus on human capital issues not on administrative tasks and that mandate had to be driven with both HR teams and the Business Line Managers. HR had to lead the way saying HR will solve the problems, it s just going to be in a different fashion a more predictable and dedicated channel. 7 P a g e New wheels of HR Outsourcing
8 A company can launch HR shared services with more than one platform, but it isn t easy. It is far better to standardize on a single platform for payroll and Human Resource Management (HRM) databases. A company needs to budget time and money if the move to HRO will require a new implementation of standard software. The biggest challenge is Change management. Employees must learn to use self-service and the Helpdesk center, not the HR representative which is available in person at their location, to solve problems. Line managers must be convinced their dedicated HR specialists will provide more valuable service once they offload administration. HR team must adapt and retrain for new roles. Some of the Tangible benefits of HRO are going to be: Streaming (and optimization, if applicable) process work flow Improved data and content accuracy Automate redundant tasks and eliminate errors and rework to 0%. Reducing/eliminating print, distribution (forms, manuals, newsletters, etc.) Identify Non Value Added for HR Operational activities. And the most important is the cost benefit for the savings from centralization. It could range anything in range of 10% to 40% depending on the stage of the organization. One metric is the HR FTE to employee ratio which could use to measure the obvious ROI (Return on Investment) from an HRO model. 8 P a g e New wheels of HR Outsourcing
9 The figure illustrates one of the most widely researched ROI for effectiveness of HRO in terms of direct cost savings. The savings most often come from reduced staffing in HR. In the Hackett study, world-class HR organizations defined as the top quartile of 125 companies benchmarked spent on average 13 percent less on HR per employee (see chart 1, Total HR Cost Per Employee, above) and they had 15 percent fewer full-time HR staff per 1,000 employees than the others in the study. CaseStudy PeopleStrong s client, a Telecommunications company with approximately 8,000 employees in offices across India, had moved structure with Centers of Excellence, and had also outsourced benefits administration to multiple vendors. The result: change in HR and new processes and organization. As the company looked to the future, however, it recognized that these improvements were not enough. Its core business was very profitable and also was growing very fast. HR s internal customers felt their basic service needs were well met, but they wanted HR to be more proactive in providing assistance in various areas such as single channel for all the employee needs, workforce planning, change, and talent development. The business wanted to further increase cost savings and did not want to have any capital investments in HR technology. HR leaders, therefore, set out to engage in further HR outsourcing, which ultimately led to a choice of HR Service Centre (HRSC). The choice of this is significant for at least three reasons: This was not just outsourcing, it was a redesign of the service delivery model. Internal HR team had new responsibilities. HRSC was to build on and improve HR experience in leading change efforts. Positioning HRO Internally The HRO solution included a new HR service centre, several new technology applications such as an applicant tracking system, increased manager and employee self- service, a new benefits management tool, a new time and attendance system, and the transfer of contact center responsibilities and technology maintenance to PeopleStrong. 9 P a g e New wheels of HR Outsourcing
10 HRSC required that the joint client/peoplestrong team implement many new processes, tools, and responsibilities. A Steering Committee comprising senior client and PeopleStrong executives oversaw the project. A business case, showing the investments and returns expected, was approved. There was also a significant redesign of the retained HR generalist organization. Previously, these generalists had supported all types of HR activities, including administration, delivery, employee relations, staffing, training delivery, and, when possible, strategic consulting to the business. Now, however, the new technology and self-service capabilities from HRSC allowed for fewer generalists focused on higher value activities for the business. In addition, a new staffing organization was created that focused solely on the recruitingrelated activities for which the generalists were no longer responsible. Because of the significant changes involved, HRSC also required upfront and ongoing stakeholder communication and change management. There were many stakeholders affected by HRSC, including senior executives, HR employees, line managers, employees, other external vendors, and a host of people involved in the project itself. HRSC employed a change and communication plan, with dedicated resources, to help ensure the stakeholders understanding and readiness. Implementation and Readiness HRSC was implemented by a large project team comprising of client and PeopleStrong stakeholders led by a Project Steering team (PST). The PST was responsible for the overall project plan and for project coordination and execution. Under the PST was a set of teams responsible for areas such as HR Transactions team, Contact Centre, Payroll & Benefits. Each team was tasked with implementing the methodology: Discover Design, Develop, Test, Deploy, and Evaluate. A separate, but related, effort was needed to implement the new HR generalist organization. This included redesign of the future roles and competencies, as well as evaluation of the current team on capability and assessment in line with new structure. Some team members were reassigned within HR or outside HR. Rigorous communication and training helped prepare team for their new roles, processes, tools, and relationships. 10 P a g e New wheels of HR Outsourcing
11 Integrating change management and communication activities into the overall project plan helped to make stakeholders aware of, and involved in, the implementation. Examples of these activities include: Regular broad communications from the senior Head of HR, to different stakeholders in the process very key to address the Business leadership team; Monthly awareness sessions with HR leaders and their customers (i.e., business managers)focusing on the changes affecting them; An box to solicit ongoing feedback and questions from key stakeholders, used to compile FAQs; Involvement of end-users during design validation sessions (e.g., different stakeholders validating the process workflows); Focus groups/interviews with each process regarding stakeholder impact. Throughout, in the process it was made sure that stakeholders needs were met and that teams were coordinated toward the broader business goals. Key Learnings For this organization, the lessons are ongoing as HRO is implemented and adjustments are made. Its past experience with HR change has raised awareness and helped them to improve the approach for design, coordination, and change. Some of the key lessons learned may seem obvious but, unfortunately, they are violated in many HRO implementations. For that reason, we reiterate them here. HRO is an overall strategic goal business first and then for HR. Design and implementation activities needs to be built around three key ingredients - Process, Technology, and People not as a separate initiative. Make implementation a true partnership between the client and outsourcing vendor. Internal HR organization needs to complement the new outsourced processes and technology with aligned roles and training. Communication is the game changer from the beginning and needs to be focused around consistent set of key messages. Build partnership around various teams for a smooth rollout. 11 P a g e New wheels of HR Outsourcing
12 The change process is stressful, so be proactive in helping people maintain performance and build their readiness don t wait for reactions. Ensure ongoing coordination among various teams towards an integrated service delivery model and consistent experience Author Bio Shelly Singh - Chief Business Officer 12 P a g e New wheels of HR Outsourcing
13 Shelly Singh is the Co-Founder and Chief Business Officer at PeopleStrong and is responsible for Process Solution development, Special Initiatives, Service Line Expansion & Delivery Excellence. An HR process specialist with rich experience in setting up HR processes, policies, as well as rolling out end-to-end implementation plans, she has worked with companies like Sony, Flextronics Software, Hewitt & high-end technology start-ups. Shelly is the first woman board member on PeopleStrong s Board since inception and is also the National Treasurer, for NHRDN.She was also awarded the Young HR Professional Award from the NHRDN recently. Shelly has a Masters Degree in HR & International Business from NMIMS and a Bachelor s degree in Physics from Punjab University. Shelly can be reached at shelly@peoplestrong.com About PeopleStrong PeopleStrong is a leading platform based mphro (Multi-process HR Outsourcing) and Technology company, headquartered out of Gurgaon in India. We enable Business Leaders and CEO's in transforming their people agenda. Our proposition value is further enhanced by the fact that customers see us as trustees of HR Transformation, partnering in their prime objective of creating Happy Organizations. We have implemented some of the largest HR Service Centers in Asia Pacific. We deliver employee services across regions and time zones for more than 300,000 employees and have hired more than 40,000 employees through a unique technology interface coupled with high end decision making Tools for people data. We are the first company in the space to be successfully assessed on SSAE16.For details more details, visit Corporate Office PeopleStrong HR Services Pvt. Ltd. A-10, Infocity, Sector 34, Gurgaon , Haryana, India. Ph no: contact@peoplestrong.com 13 P a g e New wheels of HR Outsourcing
New Wheels of HR: Outsourcing
New Wheels of HR: Outsourcing Abstract World over, outsourcing is the key trend shaping the future of Human Resource function and the role of HR. Commonly referred to as Human Resource Business Process
More informationHR Function Optimization
HR Function Optimization People & Change Advisory Services kpmg.com/in Unlocking the value of human capital Human Resources function is now recognized as a strategic enabler, aimed at delivering sustainable
More informationEnabling HR service delivery
Enabling HR service delivery Cloud HR 9 10 HR shared services and Outsourcing Global privacy and Security 11 12 Social media 10 HR Shared Services and Outsourcing Has your organization implemented service
More informationHR Outsourcing How to do it Right
HR Outsourcing How to do it Right IDC Human Resources Forum Midwest March 27, 2007 Atul Vashistha CEO, neoit www. neoit.com Agenda About neoit Background on HRO HRO Market & Market Trends Potential Benefits
More informationHelping our clients win in the changing world of work:
Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.
More informationDefining Human Resources Moving to Strategic HR
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
More informationTalent as a Service: Enabling Employee Engagement While Boosting Efficiencies
White Paper Talent as a Service: Enabling Employee Engagement While Boosting Efficiencies The human resources (HR) and human capital management (HCM) landscapes have changed radically in recent years.
More informatione-colt Services Recruitment Process Outsourcing (RPO)
e-colt Services Recruitment Process Outsourcing (RPO) Introduction Recruitment Process Outsourcing (RPO) offers executives a potential competitive advantage in the marketplace as it provides organizations
More informationTalent DNA that drives your business
Talent DNA that drives your business Align your talent DNA and business strategy to achieve real success Accelerate your business with a strategic HCM solution that turns your human capital investment
More informationAccenture Human Capital Management Solutions. Transforming people and process to achieve high performance
Accenture Human Capital Management Solutions Transforming people and process to achieve high performance The sophistication of our products and services requires the expertise of a special and talented
More informationPART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER
THE FUNDAMENTAL S OF MANAGED SERVICE PROVIDER (MSP) PROGR AMS PART 1 OF 3 PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER CONTENTS p3 Introduction p4 Why an MSP is Important p6 What Is an MSP?
More informationTHE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE
THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE SAP Executive Insight It s no secret that implementing HR shared services can help organizations generate significant
More informationHOW TO. to Executives. You know that marketing automation is the greatest thing since sliced bread. After all, what else can help you...
HOW TO Sell Marketing to Executives Automation You know that marketing automation is the greatest thing since sliced bread. After all, what else can help you... 1 making inroads with the corner office
More informationRecruitment Process Outsourcing
0 Recruitment Process Outsourcing Market Overview Brett Gerard, TPI Julie Kinnear, TPI May 10, 2007 Copyright 2007, Technology Partners Copyright International, 2007, Technology Inc. All Rights Partners
More informationAchieving business excellence through quality in a BPO environment
Achieving business excellence through quality in a BPO environment Worldwide BPO Forecast for Horizontal Business Functions, 2004 2009, US$M Worldwide spending on horizontal business process outsourcing
More informationTalent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits
Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,
More informationHR Technology Strategies that Work in Healthcare. Background
HR Technology Strategies that Work in Healthcare Shawn Davis Intermountain Healthcare Background Shawn Davis Director, HR Workforce Solutions & Analytics IHRIM Board of Directors (2009-2011) HRIP Certification
More informationRecruitment Process: Why Outsource?
Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition
More informationDepartment of Human Resources
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
More informationPart 3: Business Case and Readiness
The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key
More informationShared Services Presentation. Next Generation HR Shared Services By Roy Del Rosario Director Global Consulting Service Nityo Infotech
Shared Services Presentation Next Generation HR Shared Services By Roy Del Rosario Director Global Consulting Service Nityo Infotech Agenda Introduction Current Trend of HR Services in the Region HR Shared
More informationRecruitment Process Outsourcing Market Segment: Overall
NEAT EVALUATION FOR CIELO: Recruitment Process Outsourcing Market Segment: Overall This document presents Cielo with the NelsonHall NEAT vendor evaluation for Recruitment Process Outsourcing (Overall market
More informationHitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud. March 27, 2015. Better
Hitachi Consulting Growing to $1 Billion Organization Leveraging the Power of the Oracle Cloud March 27, 2015 Better Chris Buri Chris Buri is the Vice President and CIO of Hitachi Consulting and joined
More informationRecruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices
Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices HRsmart October 3, 2012 2 Introduction Carl Kutsmode Partner Talent Acquisition Management Consultant with over 18 years
More informationBusiness Architecture Scenarios
The OMG, Business Architecture Special Interest Group Business Architecture Scenarios Principal Authors William Ulrich, President, TSG, Inc. Co chair, OMG BASIG wmmulrich@baymoon.com Neal McWhorter, Principal,
More informationInside Outsourcing. Inside with: Richard Crespin. Global Execuitve Director, HROA. January 24, 2007. Larry Janis interview with: Richard Crespin HROA
January 24, 2007 Larry Janis interview with: Richard Crespin HROA From the Editor. Welcome to our current issue! Inside Outsourcing s goal is to provide you with articles of interest and with a forum for
More informationBuilding Your Strategic Business Case for HR Technology. Speaker: Kristie Evans Managing Principal HR Project Manager PM Instructor
Building Your Strategic Business Case for HR Technology Speaker: Kristie Evans Managing Principal HR Project Manager PM Instructor Agenda Today s Goals HR Value Outcomes Break 10 am Methodologies Business
More informationExecutive Checklist to Transitioning Processes
Digital Innovation Series Executive Checklist to Transitioning Processes Building a Flexible Model The Digital Innovation Series traces the trends that are driving the digital-innovation imperative that
More informationWork Force of Tomorrow: How RPO can play a role
Work Force of Tomorrow: How RPO can play a role The Changing Talent Landscape With more companies vying for top talent, a reactive approach to recruiting is longer adequate. The company that waits for
More informationDeloitte and SuccessFactors Workforce Analytics & Planning for Federal Government
Deloitte and SuccessFactors Workforce Analytics & Planning for Federal Government Introduction Introduction In today s Federal market, the effectiveness of human capital management directly impacts agencies
More informationHuman Capital Financial Statements
Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,
More informationHelping Midsize Businesses Grow Through HR Technology
Helping Midsize Businesses Grow Through HR Technology As a business grows, the goal of streamlining operations is increasingly important. By maximizing efficiencies across the board, employee by employee,
More informationHR Business Value Metrics Study
HR Business Value Metrics Study SharedXpertise What we will cover Business Value Metrics Study Project Description Participants & Approach HR Industry Practices Discussion Traditional Business Case HR
More informationTalent Management Leadership in Professional Services Firms
Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3
More informationWhitepaper. IT Strategies for HR Transformation YOUR SUCCESS IS OUR FOCUS. Published on: Feb 2006 Author: Madhavi M
YOUR SUCCESS IS OUR FOCUS Whitepaper IT Strategies for HR Transformation Published on: Feb 2006 Author: Madhavi M 2009 Hexaware Technologies. All rights reserved. Table of Contents 1. Executive Summary
More informationServices Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com
At a time when service-oriented businesses are fast outnumbering all other types of businesses, more and more organisations are citing human resources as their number one asset. Having said that, it only
More informationCOM-18-7559 J. Holincheck
J. Holincheck Research Note 3 December 2002 Commentary Leveraging HCM Technologies to Control Labor Costs Large human capital management application suite purchases will be few and far between in 2003.
More informationA Collaborative Approach to Creating an Agile Workforce
A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your
More informationHR Service Center James A. Honchar, SPHR
HR Service Center James A. Honchar, SPHR Deputy Secretary for Human Resource Management Office of Administration 517 Finance Building Harrisburg, PA 17120 717.787.8191 717.783.4429 (fax) jhonchar@state.pa.us
More informationPROCUREMENT OUTSOURCING: The 10 Things Companies Really Want to Know
PROCUREMENT OUTSOURCING: The 10 Things Companies Really Want to Know By Jason Gilroy Vice President of Outsourcing ICG Commerce As featured in: Over the past year, ICG Commerce has seen an unprecedented
More informationASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS
RESEARCH NOTE February 2015 ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS THE BOTTOM LINE Organizations are increasingly challenged to deliver higher quality, more consistent
More informationRecruitment Process Outsourcing (RPO) Factor or Fad? by Bob Cohen and Sam Sacco
Recruitment Process Outsourcing (RPO) Factor or Fad? by Bob Cohen and Sam Sacco Giving RPO Meaning According to Wikipedia, the free encyclopedia, Recruitment Process Outsourcing (RPO) is a form of business
More informationWhite Paper. The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) SOURCING ANALYTICS
Helping Companies Optimize Their HR/ Benefits/Payroll Service Partnerships White Paper The Hidden Benefits of Human Resource Business Process Outsourcing (HR BPO) Contents Executive Overview 3 About the
More informationTop Tier Staffing, LLC. General Information
36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE
More informationGlobal Business Services and the Global Payroll Function
GLOBAL PAYROLL BENCHMARKING STUDY UPDATE By Karen Beaman, Jeitosa Group International Introduction Shared Services delivery models have continued to expand and mature in recent years as organizations look
More informationHR Transformation Update. HR Community Town Hall June 18, 2013
HR Transformation Update HR Community Town Hall June 18, 2013 1 Today s agenda Review HR Transformation initiative Discuss results of HR Online Survey Review guiding principles and HR Vision Share leading
More information10 Fundamental Strategies and Best Practices of Supply Chain Organizations
10 Fundamental Strategies and Best Practices of Supply Chain Organizations Robert J. Engel, C.P.M. National Director of Client Service Resources Global Professionals - SCM Practice 713-403-1979: Bob.Engel@Resources-us.com
More informationHRO in the cloud? What does the new generation of HR systems mean for HR sourcing?
Alsbridge Insights HRO in the cloud? What does the new generation of HR systems mean for HR sourcing? Executive Summary A number of new cloud based multi-process HR systems are competing for the attention
More informationService Capability Statement
Executive Summary Incorporated in New York in 1993, Diaspark is a 1000 Member Software Services & Solutions Company with its Corporate Headquarters in Edison, New Jersey. It has a strong services offering
More informationJob Family Modeling. Tools to Support Job Evaluation and Career Development October 21, 2009. Vincent Milich
Job Family Modeling Tools to Support Job Evaluation and Career Development October 21, 2009 Vincent Milich Agenda What is job family modeling? What can job family modeling do for an organization? Unique
More informationSupporting HR Transformation with PeopleSoft HelpDesk for Human Resources
Supporting HR Transformation with PeopleSoft HelpDesk for Human Resources Jay Zuckert Principal Product Manager The following is intended to outline our general product direction.
More information1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION
1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority
More informationAchieving High Performance with Accenture Business Process Outsourcing
About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 249,000 people serving clients in more than 120 countries. Combining unparalleled
More informationBusiness Process Outsourcing Considerations with a Focus on the Customer Experience
Educational Whitepaper Business Process Outsourcing Considerations with a Focus on the Customer Experience www.vertek.com Business Process Outsourcing Considerations with a Focus on the Customer Experience
More informationHR Business Consulting Optimizing your HR service delivery
HR Business Consulting Optimizing your HR service delivery NorthgateArinso Business Consulting provides HR executives with unique insight to optimize the cost of HR service delivery, improve employee engagement,
More informationTARGETING RECRUITMENT PROCESS OUTSOURCING
TARGETING RECRUITMENT PROCESS OUTSOURCING NelsonHall HR Outsourcing Subscription Service 1 Definition of Recruitment Process Outsourcing (RPO) Recruitment Process Outsourcing is the transfer of operational
More informationRPO Market Dynamics and Key Trends. September 25, 2012
RPO Market Dynamics and Key Trends September 25, 2012 Agenda Introduction RPO market Overview and key trends Relative assessment of ManpowerGroup s RPO capabilities Q&A Appendix Everest Group PEAK Matrix
More informationTalent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits
Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,
More informationRecruitment Process Outsourcing:
Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify
More informationHow technology enables HR transformation
itouch Vision How technology enables HR transformation This document gives an overview of the different approaches to HR Transformation and discusses the different strategies that can be deployed. For
More informationA brief primer on Increasing Valuations for B2B Technology VAR s and Outsourcing
A brief primer on Increasing Valuations for B2B Technology VAR s and Outsourcing Solution Providers. 2011 Ephor Group 1 (800) 379-9330 www.ephorgroup.com 5353 W Alabama Suite 300 Houston, TX 77056 Increasing
More informationBUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors
BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate
More informationHRO Provider Management: Success Requires a Disciplined Approach
February 2007 HRO Provider Management: Success Requires a Disciplined Approach By Jeff Krynski Governance Competency Leader, CHRO Services, TPI CONTENTS 2. The Case for HRO Provider Management 2. Provider
More informationWHITE PAPER. 7 Keys to. successful. Organizational Change Management. Why Your CRM Program Needs Change Management and Tips for Getting Started
7 Keys to successful Organizational Change Management Why Your CRM Program Needs Change Management and Tips for Getting Started CONTENTS 2 Executive Summary 3 7 Keys to a Comprehensive Change Management
More informationBusiness Analyst Position Description
Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationSurvey Findings. HR Outsourcing Trends and Insights 2009
Survey Findings HR Outsourcing Trends and Insights 2009 About Hewitt Associates Hewitt Associates (NYSE: HEW) provides leading organizations around the world with expert human resources consulting and
More informationDriving Innovation through Co-creation
Driving Innovation through Co-creation A Whitepaper on Co-creation as an approach for MNC Centres to influence the future of IT Infrastructure service delivery in their enterprises 1 MNC centres are an
More informationHR Service Delivery: Campus Initiatives
HR Service Delivery: Campus Initiatives David Odato, UCSF Jeannine Raymond, UCB Ramona Agrela, UCI Karen Hull, UCD Facilitated by: Scott Bolman, Mercer University of California Human Resources December
More informationBuilding and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP
Building and Sustaining a Strong Organization Amid Challenge And Change KPMG LLP The Issue Today s market realities offer businesses little choice but to embrace change. Companies in almost every industry
More informationS T R A T E G I C P A R T N E R S H I P D A T A, N E T O W R K S P E O P L E, P R O C E S S, T E C H N O L O G Y, Europe
S T R A T E G I C P A R T N E R S H I P WHERE INNOVATION BEGINS Web-enabled, transparent, optimized business processes, extensive data analytics, continuously innovated business solution for the P&C /
More informationPUTTING ANSWERS TO WORK
WWW.WIPRO.COM WIPRO CONSULTING SERVICES PUTTING ANSWERS TO WORK WITH THE EXPERTISE OF DEVELOPING STRATEGIES AND THE EXPERIENCE OF DELIVERING THEM, WIPRO CONSULTING SERVICES HELPS BUSINESSES GO FURTHER
More informationPart 2: sourcing models
The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components
More informationManaging HR on a Global Scale
Survey Highlights Managing on a Global Scale Findings From Hewitt s 2009 Global Study What does it mean to be a global organization? As companies large small continue to exp their global footprint, the
More informationFinancial Services Purchasing Forum Best practice SRM the supplier s view
Financial Services Purchasing Forum Best practice SRM the supplier s view 23 June 2008 Peter Fawcett, Director, Financial Services www.alsbridge.eu Contents SRM : Market trends and challenges The supplier
More informationmysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT
mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP: YOUR INDUSTRY. YOUR BUSINESS. YOUR FUTURE. mysap ERP is the world s most complete solution to support the foundation of your business, enabling adaptive
More informationComplimentary Research HR Ex e c u t i v e In s i g h t
Complimentary Research HR Ex e c u t i v e In s i g h t Th e Best Pr a c t i c e s Use d b y Wo r l d-cl a s s HR Or g a n i z at i o n s t o Get t h e Mo s t Ou t o f Th e i r Ou t s o u rc i n g In v
More informationBetter Onboarding to Enable Organizational Agility
RTM Consulting Better Onboarding to Enable Organizational Agility A Guide for the Support Services Executive Randy Mysliviec President & CEO RTM Consulting 2 2012-2014 All rights reserved. Better Onboarding
More informationWHITE PAPER Business Process Services: A Successful Transition Is the Foundation of World- Class Outsourcing cgi.com
WHITE PAPER Business Process Services: A Successful Transition Is the Foundation of World- Class Outsourcing A summary of the key transition questions asked by our clients In this paper, we examine five
More informationBest Practices in adopting a Shared Services Model August 2013 22011YYYY
Best Practices in adopting a Shared Services Model August 2013 22011YYYY In their endeavors to become high performing organizations, businesses are pushing all innovation frontiers to do more with less
More informationStrategic Guide to creating a World Class Customer Advisory Board Program
Strategic Guide to creating a World Class Customer Advisory Board Program This paper is authored from CustomerAdvisoryBoard.org industry association research including the CAB Manager Industry Surveys,
More informationCARLETON UNIVERSITY POSITION DESCRIPTION. Position Title: Manager, HR Systems Position No.: 298879. Approved by:
CARLETON UNIVERSITY POSITION DESCRIPTION Position Title: Manager, HR Systems Position No.: 298879 Reports to: Department: Assistant Director HR, Talent Programs Human Resources Approved by: (Incumbent/Date)
More informationHuman Capital Update
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
More informationWhite Paper Preparing Your Contact Centers for the Customer Experience Tsunami. Transforming Passion into Excellence
Preparing Your Contact Centers for the Customer Experience Tsunami Executive Summary Recently, Gartner surveyed 315 international companies with revenues of at least $500 million across the financial services,
More informationShow your value, grow your business:
Show your value, grow your business: A SUPPLIER GUIDE TO MOVE FROM A TRANSACTIONAL PROVIDER TO A STRATEGIC PARTNER KAREN A. CALINSKI INTRODUCTION /02 At KellyOCG we take a holistic approach to talent sourcing
More informationTransforming Accenture s core HR systems: Setting the stage for a digital Accenture
Transforming Accenture s core HR systems: Setting the stage for a digital Accenture 2 Client profile Accenture s internal IT organization is charged with driving the company s digital agenda. Building
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg Principal, Strandberg Consulting www.corostrandberg.com June 2015 Companies which adopt CSR or sustainability 1
More informationUsing a Multichannel Strategy to Deliver an Exceptional Customer Experience
Using a Multichannel Strategy to Deliver an Exceptional Customer Experience 10 things to consider when building a multichannel strategy to improve the customer experience Jesús Hoyos CRM industry analyst,
More information447, ROAD NO. 270, NEW MAADI, CAIRO, EGYPT TEL:
Accounting Finance Certified Public Accounting Tax Accounting Human resources Training and Development Procurement IT Hardware Set up and Maintenance Legal Aids Strategic Management 447, ROAD NO. 270,
More informationIntroduction. More time to run their business, Less HR cost to reinvest back to their organization and
Introduction The Barbelo Group is a one stop Human Resources Outsourcing, Staffing and Consulting firm. It is the only outsource and consulting HR organization in the industry to apply Six Sigma methodologies
More informationInside Outsourcing. Jeff Osborne, Chief Operating Officer Business Process Outsourcing, Accenture. Inside with: April 10
April 10 Inside Outsourcing INTERVIEWED BY LARRY JANIS Jeff Osborne, Chief Operating Officer Business Process Outsourcing, is a global management consulting, technology services and outsourcing company.
More informationHR AND BENEFITS: T HE N E X T O U T S O U R C I N G WAV E
FIDELITY WORKPLACE SERVICES SM HR AND BENEFITS: T HE N E X T O U T S O U R C I N G WAV E A Study of Finance, Human Resource, and Benefits Decision Makers Among Large Companies HR/BENEFITS OUTSOURCING REPORT
More informationCreating HR Service Delivery Success
Creating HR Service Delivery Success HRO Today Forum Europe 2012 By Brad McCaw, Senior Consultant, London 2012 Towers Watson. All rights reserved. Setting the context Businesses are going through significant
More informationWe work for your future
We work for your future Atlas Consulting s vision is to be the leading provider of consulting expertise in the Accounting, Taxation,Administration and Financial marketplace, delivering premium value to
More informationHow HR Can Maximise ROI in SaaS Talent Management Solutions
Interview with Riges Younan How HR Can Maximise ROI in SaaS Talent Management Solutions Published Oct 19, 2015, Inside HR Magazine. How is SaaS technology influencing strategy and process around talent
More informationPRUSAGE. Human Resource BPO ˡˡ ˡˡ. Prudent and Sage. Advisory Automation Outsourcing
PRUSAGE Prudent and Sage Human Resource BPO Advisory Automation Outsourcing ˡˡ ˡˡ 1 Prudent and Sage HRO Services Introduction When it comes to business, knowledge and talent is the major completive advantage
More informationIRIS-Corp Corporate Profile Empowering HR
IRIS-Corp Corporate Profile Empowering HR IRIS Corporate Solutions, also known as IRIS-Corp, is one of India's leading HR outsourcing & shared services solutions providers. With geographical footprints
More informationThe Next Wave in Finance & Accounting Shared Services Establishing Centers of Expertise
The Next Wave in Finance & Accounting Shared Services Establishing Centers of Expertise The Next Wave of Finance & Accounting Shared Services INTRODUCTION As finance and accounting shared services operations
More informationOrganization and Operations. Metric Name Formula Description
Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees
More informationBell Techlogix looks to add business services to its BEAM-as-a-Service offering
Bell Techlogix looks to add business services to its BEAM-as-a-Service offering Analyst: Katy Ring 17 Apr, 2015 Bell Techlogix is a midsize US managed service provider (MSP) that is ahead of the curve
More information