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Measuring the success of HR OutsourcingMeasuring the success of HR Outsourcing
There is no magic for making outsourcing initiatives successful; it comes down to a number of different factors - all performaing effectively together like a finely tuned orchestra. If you are going to succeed, you should, at the very least, address three key areas: build success criteria into the deal from the start, know your baseline, and measure what matters to your customers.
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Into the heart of a shared services centerInto the heart of a shared services center
What really happens when some tasks are no longer performed in-house? What are the guarantees a service provider can bring to make sure they are delivered on time and in compliance with legislation? This virtual tour into the heart of a client services centers answers these key questions.
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People and transitioning, the psychological factors never to ignorePeople and transitioning, the psychological factors never to ignore
Uncertainty and fear can breed resistance and disaffection that, in turn, lead to reduce productivity and profitability. It is critical to address human and psychological factors in a positive way and so as to ensure any re-organization or outsourcing of functions results in enhanced business performance.
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Transitioning your organization to international HROTransitioning your organization to international HRO
Managing the transition involves dealing with three main tasks (or streams) at the same time: process conversion, service implementation, and change management and communication. But even more challenging is the integration of the human dimension related to any international transition project.
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How a tight collaboration improves BPO service deliveryHow a tight collaboration improves BPO service delivery
An integrated approach to designing processes and the underpinning technology is essential to creating a BPO model that truly delivers value. But even if such integrated approach is followed, sustainable BPO success needs to build on more than just process and technology redesign: it requires operational excellence.
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Designing the retained organization from a technology perspectiveDesigning the retained organization from a technology perspective
With regards to technology, three types of decisions need to be made: whose technology is to be implemented, who is to drive and own the configuration, and how to coordinate the retained processes seamlessly with those that are outsourced. All have implications for the sustainability of a BPO relationship.
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Quantifying the retained organizationQuantifying the retained organization
Quantifying and designing the retained organization go hand in hand with the project’s business case and require adopting a structured approach. The retained organization roadmap has been designed to enable you to better predict your return on investment.
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Getting the business case rightGetting the business case right
A business case is developed to justify the investment and resources needed to bring an HR transformation project to completion. In fact, getting the business case right is key not only to capture the information about the current situation of the business and how it will function post transition, but also to structure the project’s governance and communicate consistent messages to stakeholders.
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The role of governance in outsourcing contractsThe role of governance in outsourcing contracts
Who or what is to blame when outsourcing contracts fail to deliver on their initial promises? Mike Friend, Managing Director of M3C Consulting, looks at the role of governance in outsourcing contracts, how risks can be better managed and some key steps that customers and providers can take to better ensure against failure.
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Selecting the right HR outsourcing optionsSelecting the right HR outsourcing options
The first step to take to design your retained organization is to understand the different outsourcing options available. The chosen service model will have an impact on the way procedures and tasks are to be handled once the HR outsourcing contract has been implemented.
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Transitioning to multi-country HR BPO - The Microsoft caseTransitioning to multi-country HR BPO - The Microsoft case
During this 60 minute webcast, Bonnie Skelly, Director, International Payroll, Finance Operations at Microsoft, Barbara Paterson, Director and People Development Specialist for Paterson Consultancy Ltd., and Patrick Nolot, Global Program Director at ADP, discuss HR BPO hot topics such as: dealing with the complexity of transitioning multi-country HR BPO projects, managing the challenges related to people and transition, and maintaining employee engagement over time.
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A vital resource for HR TransformationA vital resource for HR Transformation
To deliver greater value beyond transactional work, HR Shared Services Centers must implement a 3 to 5-year plan, gradually bringing their business model to maturity until they reach a global service level. In parallel, they will need to adopt performance metrics in order to measure their effectiveness precisely.
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Shared Services Centers - Cost versus profit centersShared Services Centers - Cost versus profit centers
Managing a Shared Services Center as a profit center, rather than a cost center, is an incentive for them to serve their clients better and innovate to improve service. As a minimum, this approach must be backed up by the definition of Service Level Agreements to formalize relationships between the center and its internal clients.
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The side benefits of Shared Services CentersThe side benefits of Shared Services Centers
Companies usually assess the cost benefits of a Shared Services Center by building a business case. As they move on, they actually reap more benefits than anticipated such as increased flexibility, management and leadership maturity and cost transparency.
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The side benefits of Shared Services CentersThe side benefits of Shared Services Centers
Companies usually assess the cost benefits of a Shared Services Center by building a business case. As they move on, they actually reap more benefits than anticipated such as increased flexibility, management and leadership maturity and cost transparency.
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Why established HR SSCs must move beyond transactional workWhy established HR SSCs must move beyond transactional work
Companies have realized some of the expected savings in their Shared Services Centers, but HR costs per employee continue to rise. To remain strategically aligned, HR Shared Services Centers need to move quickly beyond transactional activities to include development and staffing, and widen their geographical scope.
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A vital resource for HR TransformationA vital resource for HR Transformation
To deliver greater value beyond transactional work, HR Shared Services Centers must implement a 3 to 5-year plan, gradually bringing their business model to maturity until they reach a global service level. In parallel, they will need to adopt performance metrics in order to measure their effectiveness precisely.
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Reasons to set up a Shared Services CenterReasons to set up a Shared Services Center
Increasing efficiency and effectiveness, and being able to move quickly in the event of a merger/acquisition: there are compelling reasons for companies to set up Shared Services Centers. But such advantages will only become apparent if the center is created internally as a competitive business.
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Reasons to set up a Shared Services CenterReasons to set up a Shared Services Center
Increasing efficiency and effectiveness, and being able to move quickly in the event of a merger/acquisition: there are compelling reasons for companies to set up Shared Services Centers. But such advantages will only become apparent if the center is created internally as a competitive business.
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Shared services - Deciding between internal and outsourced modelsShared services - Deciding between internal and outsourced models
Shared services can be either internal or external, in the form of business process outsourcing (BPO). To decide which is best for their purposes, as well as how to design processes and technology to harness shared services’ potential, company executives must assess their own situation and business processes closely.
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Mitigating transformational risks in Business Process OutsourcingMitigating transformational risks in Business Process Outsourcing
Technology evolves continuously, and so should the software on which BPO providers base their services. Optimally, a provider leverages the efforts of a software vendor who constantly improves its solutions through adoption of market best practices.
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Why a good service provider is not enough for successful BPO deliveryWhy a good service provider is not enough for successful BPO delivery
Time has shown that success in BPO is about more than just process redesign and technology. Fundamentally, it is about operational excellence, and it must leverage both the operational and transformational skills of the provider.
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What is best for BPO?What is best for BPO?
Any decision that prevents the shorts and long-term ability to connect processes of the different parts of the organizations involved, and reap economies of scale will dilute the structural advantages BPO is supposed to bring. Deciding about the use of BoB, SoD or ERP without a very thorough assessment.
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Designing the retained organization from a technology perspectiveDesigning the retained organization from a technology perspective
With regards to technology, three types of decisions need to be made: whose technology is to be implemented, who is to drive and own the configuration, and how to coordinate the retained processes seamlessly with those that are outsourced. All have implications for the sustainability of a BPO relationship.
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Designing the retained organization from a technology perspectiveDesigning the retained organization from a technology perspective
With regards to technology, three types of decisions need to be made: whose technology is to be implemented, who is to drive and own the configuration, and how to coordinate the retained processes seamlessly with those that are outsourced. All have implications for the sustainability of a BPO relationship.
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Strategic levers to optimize your HR processesStrategic levers to optimize your HR processes
HR leadership must carefully evaluate which processes are going to remain “as is” versus which should be standardized and centralized or outsourced. This paper examines how you can decide on standardization and in-house centralization or outsourcing for your business processes.
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Quantifying the retained organizationQuantifying the retained organization
Quantifying and designing the retained organization go hand in hand with the project’s business case and require adopting a structured approach. The retained organization roadmap has been designed to enable you to better predict your return on investment.
| 0 comments | -
Quantifying the retained organizationQuantifying the retained organization
Quantifying and designing the retained organization go hand in hand with the project’s business case and require adopting a structured approach. The retained organization roadmap has been designed to enable you to better predict your return on investment.
| 0 comments | -
Getting the business case rightGetting the business case right
A business case is developed to justify the investment and resources needed to bring an HR transformation project to completion. In fact, getting the business case right is key not only to capture the information about the current situation of the business and how it will function post transition, but also to structure the project’s governance and communicate consistent messages to stakeholders.
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Payroll Outsourcing in EuropePayroll Outsourcing in Europe| 1 comments |
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In-depth analysis of HRO options and business modelsIn-depth analysis of HRO options and business models
The first step to take to design your retained organization is to understand the different outsourcing options available. The chosen service model will have an impact on the way procedures and tasks are to be handled once the HR outsourcing contract has been implemented.
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Selecting the right HR outsourcing optionsSelecting the right HR outsourcing options
The first step to take to design your retained organization is to understand the different outsourcing options available. The chosen service model will have an impact on the way procedures and tasks are to be handled once the HR outsourcing contract has been implemented.
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