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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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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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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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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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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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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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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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