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2009 Global HR Transformation Report
ADP in partnership with HROA conducted a survey of 188 executives from around the globe, to produce the 2009 Global HR Transformation Report. The survey examines trends in Human Resources transformation practices (which we define as any concerted effort to change and improve Human Resources operations, whether through outsourcing, shared services, internal reengineering, or a combination of these strategies) in organizations around the globe. The 2009 report provides insights into market trends and changes, particularly in light of the recent global economic situation, and offers perspective on future plans. The report addresses reasons organizations transform, as well as the barriers that limit their transformation. It also includes transformation, timing, cost and satisfaction. Other factors to consider are the impact of recent global economic changes on transformation plans, the engagement of external resources and experience, current and future transformation scope, and Human Resources outsourcing and Shared Services strategy.| 0 comments |Shared services - Deciding between internal and outsourced models
In this white paper, SAP examines and elaborates internal and outsourced models of Shared Services. Shared Services can either be 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. There are a number of obstacles to success in service centralization; crafting an effective “extended enterprise” that works seamlessly across organizational boundaries is not easy and requires a strong understanding of process and technology. The effect of software and its deployment on centralization’s success is analyzed: business decision makers must understand the potential and constraints of process and technology design to make realistic strategic decisions and direct their teams appropriately. Finally, we examine tenets of successful transformation and implementation. The problems inherent in these steps are not only relevant for the implementation team, but also should be understood by those executives involved in strategic decision-making.| 0 comments |Mitigating transformational risks in Business Process Outsourcing
In this white paper, SAP primarily discusses the challenges of outsourcing, particularly in mitigating transformational risks in business process outsourcing (BPO). Transferring business processes to an external business process outsourcing provider carries various forms of transformational risk. The initial transitional phase is critical: costs can be unpredictable, the atmosphere volatile, and employees resistant to change. During the evolution phase, customers may find that their business requirements change frequently. This document is designed to help customers understand the role of technology in the context of Business Process Outsourcing, and enable them to assess a software product with the aim of making their transition to BPO less risky. Customers should insist on using software that offers an easily configured and comprehensive suite of enterprise applications. It should also be proven in the Business Outsource Processing market. Business Outsource Processing success is not just about process redesign and good technology: it is about using the transformational and operational skills of the BPO provider in the best possible way.| 0 comments |Why a good service provider is not enough for successful BPO delivery
In this white paper, SAP primarily discusses why a good service provider is not enough for successful Business Process Outsourcing delivery. It was logical for many early-generation business process outsourcing (BPO) deals to show patterns typical of systems integration and process reengineering—both of these disciplines matured in the ‘90s. But time has shown that success in BPO is about more than just process redesign and technology. Some Business Process Outsourcing providers—pushed by customers and advisors, insufficiently supported by software vendors, and challenged by internal resource-allocation dynamics—have failed to realize this point in the past. The result in quite few cases was a failure to leverage processes and technology solutions to fully harness the key drivers of Business Process Outsourcing values: economies of scale, process optimization, and labor arbitrage. Successful Business Process Outsourcing providers make the most out of their technology investments by ensuring that those investments serve their service delivery needs. Customers looking for a sustainable Business Process Outsourcing offering are therefore advised to systematically verify the solidity of the relationship between the Business Process Outsourcing Provider and the software vendor behind the respective BPO platform.| 0 comments |What is best for BPO?
Many decision-makers in Business Process Outsourcing confront themselves at some point with the choice between underpinning the delivery of the service they receive with “best-of-breed” (BoB), Software on-demand (SoD) or integrated Enterprise Resource Planning (ERP) technology. Client organizations, their organizations, their advisors, and their providers, must think solution, and not software only. General and Administration’s (G&A) functions costs are represented by process people much more than technology. Ensure that any chosen technology solution is able to withstand the proof of time. Do not be carried away by tactical and short-term judgments. Ensure that informed discussions happen between the process and technology experts of providers, customers and their advisors. Any decision that prevents the short and long-term ability to connect processes of the different parts of the organizations involved, and reap economies of scale, will dilute the structure advantages Business Process Outsourcing is supposed to bring. One could generalize all of the above by saying that Software on-demand and Best-of-breed can make great tactical and point decisions within predictable boundaries, but “betting the farm” is a decision that requires careful consideration.| 0 comments |How a tight collaboration improves BPO service delivery
SAP collates various case studies which discuss how a tight collaboration improves Business Process Outsourcing (BPO) service delivery. The said case studies summarize the experience from years of operating the “Business Process Outsourcing Powered by SAP” program, and show how Business Process Outsourcing customers and providers benefit from the dedicated support of the software vendor. When engaging in Business Process Outsourcing, customers look to reduce cost, mitigate risk, and improve the quality of their operations. For providers to deliver on these expectations, they need to harness the key drivers of Business Process Outsourcing value which are heavily influenced by technology. Sustainable Business Process Outsourcing success needs to build on more than just process and technology design—it requires operational excellence. To create replicable solutions that enable true leverage of scale, process optimization and labor arbitrage, successful Business Process Outsourcing providers need to ensure that their services design directly links into operational requirements.| 0 comments |Strategic levers to optimize your HR processes
In this white paper, SAP reports about strategic levers to optimize Human Resources Processes. This paper examines how you can decide on standardization and in-house centralization or outsourcing for your business. Human Resources leadership must carefully evaluate which processes are going to remain “as-is” versus which should be standardized and centralized or outsourced. Outsourcing peripheral activities—business process outsourcing (BPO)—to external providers is becoming an attractive, cost-effective alternative to handling them internally. There are many challenges and trade-offs associated with making scope choices for your Human Resources delivery strategy. While analysis requires time and effort, doing the work gives you a better line of sight on which Human Resources service delivery strategies are best for your organization. Stronger scope choices are a necessary foundation for process reengineering. They help you focus the transformation efforts on target that is both realistic and rewarding.| 0 comments |The impact of technology on cost in BPO - Part 2
SAP AG enumerates five keys to unlock the potential of technology in Business Process Outsourcing (BPO). This BPO white paper is the second in the series of SAP papers on cost in Business Process Outsourcing. Building on the complete Business Process Outsourcing cost picture developed in the first white paper, this paper examines the key requirements that apply to an Information Technology (IT) solution utilized in Business Process Outsourcing. It also explains how these translate into specific cost advantages for both the Business Process Outsourcing Provider and customer throughout the lifetime of the project. As previously discussed, Information Technology plays a key role in reducing cost in a Business Process Outsourcing engagement. But how does one determine whether the solution on which a Business Process Outsourcing provider delivers services is in fact the right one? To help minimize the cost of Business Process Outsourcing, an IT solution should fulfill the following five key requirements: functionality, integration, configurability, scalability and viability. Companies considering Business Process Outsourcing as a strategic option should be aware of the deciding role that technology plays in reducing and controlling overall Business Process Outsourcing cost. Customers need to take a careful look at technology, especially software.| 0 comments |The impact of technology on cost in BPO - Part 1
SAP AG discusses the impact of technology on Cost in Business Process Outsourcing. This white paper is the first in a series of SAP white papers, which examines the cost structure associated with Business Process Outsourcing and shows that a diligent assessment needs to address several cost components that are not included in the provider’s total contract value (TCV), and are often overlooked by buyers. Companies considering BPO as a strategic option should carefully consider the complete cost picture before embarking on a journey. Many different factors contribute to the cost of a business process outsourcing (BPO) engagement. Among them, Information Technology, especially software is a key cost determinant that is often underestimated. Technology drives the BPO cost structure in three ways: it enables economies of scale, supports sustainable process optimization, and makes labor arbitrage possible by connection and controlling remote location workflows. With the right software, organizations can balance their needs for personalization and standardization of outsourced processes by creating the capacity to design process and IT implementation jointly.| 0 comments |Payroll Outsourcing in Europe
In this whitepaper, Anish Rajparia, President of ADP Employer Services in Europe, discusses the emergence of payroll outsourcing in Europe. For a company to run steadily and implement ambitious Human Resources Strategies, paying everyone accurate and on time is a basic requirement. Payroll is at the center of the relationship between companies and employees. At the European scale, Payroll is a particularly complex exercise. When was payroll outsourcing invented? One thing is certain: payroll outsourcing has been around for a while. Demand for this kind of service remains strong today. More and more companies consider payroll a non-core function that could be outsourced. In fact, it remains the most outsourced function. In Europe, the payroll outsourcing adoption rate ranges from 1% (Switzerland) to over 80% (in Belgium and Denmark). The payroll outsourcing wave spreads from northwest to southeast of Europe. Payroll is the central component in 94% of Human Resources multi-country Business Processing Unit deals. Payroll outsourcing has become an industry. Solution providers keep on innovating to meet the needs of their clients and comply with regulatory changes. Getting ready for payroll outsourcing requires preparation and method. An outsourcing plan cannot be reduced to a “lift & shift” operation with a procurement-oriented view. For a successful long-term service, the client and service partner must agree on a clear governance mode, designate people “owning” the relationship and conduct regular performance reviews.| 1 comments |