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Outsourcing high-risk non-core HR functions Part 3: Important steps to take when preparing to outsource occupational health
The biggest value with Occupational Health (OH) is that it provides people with the necessary tools to help speed recovery and return to work. Caring for the staff’s wellbeing also leads to a productive workforce. Yet, not every HR department has the necessary resources to invest in OH or to make sure that sensitive medical data is kept separate from general employee data. This is why most companies choose to outsource their OH service.
However with any important outsourcing initiative, companies should first know their requirements; thoroughly assessing their policies and current practices before looking for a service provider who can fulfill those needs.
In this article we offer tips for companies preparing to outsource OH and the particular challenges facing multinationals.
| 0 comments |Outsourcing high-risk non-core HR functions Part 2: Harmonizing your Occupational Health Model across different jurisdictions
Maintaining the health of a workforce is a challenge to every company and even more so when it comes to managing a multi-country network of employees.
Whilst every well managed company should seek to apply equal health standards irrespective of the country in which their employees are stationed, they should do so in accordance with international healthcare quality standards.
In this article, we look at harmonizing an occupational health model across different jurisdictions, and the challenges involved in delivering consistent services throughout the different jurisdictions.
| 0 comments |Outsourcing high-risk non-core HR functions Part 1: The Fundamentals of Occupational Health (OH)
Every company knows that employees are their biggest asset; that the promotion and maintenance of the physical and mental wellbeing of every member of staff is essential if they are to carry on working properly. A company cannot operate effectively otherwise, and ill health can cost organizations a lot of money in the long run.
But it is not just the direct cost of an employee’s salary which is at stake. As the International Labor Organization (ILO) states, "Indirect costs of an accident or illness can be 4 to 10 times greater than the direct costs".
In this article, we look at the fundamentals of Occupational Health (OH), often described as "the effect of health on work and the effect of work on health" and how companies can promote returns on employee investment by outsourcing specialized OH services.
| 0 comments |The New Normal Part 3: Embracing the Digital Age through Innovative HR Approaches
We are at the halfway mark in a revolution where all things are becoming digital.
The first part of the revolution has passed and the next leg will mark an increasingly digital society with fundamental shifts in attitudes and behavior. In twenty years’ time managers will have grown up with the New Normal and will be digital natives. However, the next few years will impact organizations significantly as they come to terms with how they need to be organized internally.
In this article, we look at how companies can embrace the digital age and cultivate the New Normal through innovative HR practices.
| 0 comments |The New Normal Part 2: Designing organizations to accommodate Digital Natives
The concept of the New Normal states: ‘We are halfway through the digital revolution.’ Over the next few years’ technology will become a part of everyday life, and the outcome will inevitably be a society without digital limits.
Digital has become the New Normal, and the next few years will impact organizations significantly as they come to terms with how they need to be organized internally. In twenty years’ time managers will have grown up with the New Normal and will be digital natives. But today, how can companies accommodate the New Normal generation currently entering the workforce while still meeting the needs of the analog generation?
In this article, we look at how to bring together the analog generation with the younger, networked generation and how HR will play a vital role in this process.
| 0 comments |The New Normal Part 1: Three new realities companies must embrace today
The New Normal refers to all things we call 'digital'. 'We are halfway through the digital revolution,' states the concept. Digital is becoming the new normal. In a society where technology is becoming a normal part of everyday life, the outcome will inevitably be zero tolerance for digital failure.
The next few years will impact organisations significantly as they come to terms with how they need to be organised internally, and address a society without digital limits. In twenty years' time, managers will be digital natives who have grown up with the New Normal. But at present, how do we bring together the analog generation with the New Normal generation and still serve both communities in organisations today?
In this article, we look at the three new realities companies must urgently embrace today to keep up with the New Normal.
| 0 comments |Trimming the Fat from BPO Transformation Part 2: Transitioning in 24 months maximum
Transforming your organization to international General and Administrative (G&A) BPO is about creating more efficient business processes. In the end, the transformation should mean reduced general and administrative operational costs.
Unfortunately, the actual process of transformation can be, if not handled carefully, time consuming and costly. The typical timeline for a large, multinational transition process can run in excess of 10 months per country.
However, when the five strategic transition waves suggested in this article are optimized for speed and quality, the timeline for the entire transformation can be reduced to a maximum of twenty four months, all countries included! Needless to say, this reduction in time equates to additional costs savings.
| 0 comments |Trimming the Fat from BPO Transformation Part 1: How to reduce the costs of the transition process
Transforming your organization to international General and Administrative (G&A) BPO is all about creating more efficient business processes. In the end, the transformation should mean reduced general and administrative operational costs.
Unfortunately, the actual transition from “as is” (existing organization and processes) to “to be” (optimized organizational processes that better serve the company’s business objectives and market challenges) can be, if not handled carefully, time consuming and costly.
However, with considerable upfront planning and a well-designed strategy, the transition is ripe with opportunities to not only drastically cut unnecessary costs, but to also simultaneously ensure the smooth and rapid success of the entire project. In the transition to G&A outsourcing, speed and quality are achieved by reducing timelines and producing quick successes.
This article offers six winning tips to help you improve speed and quality, saving both time and money.
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