HR management encompasses a vast array of disciplines - from HR information systems and talent management to HR transformation and business process outsourcing.
Here, you'll find all GlobalHRstudio reports dedicated to this theme. HR management should be examined from various angles, and as such we've provided a wide choice of topics to explore from the best experts in change management, human capital management and human resources process optimization.
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 |Getting the right people for your Shared Services Center
Who are the right people for your Shared Services Center? Running a Shared Services Center is about running a business, understanding what it takes to deliver services with cost, quality and timeliness that are competitive, and understanding how to motivate a large scale organization. So the right people may be the ones who are going to deliver the right level of service, one that fits the end-users needs. This requires a specific mindset and is not for everyone.| 0 comments |Getting the right people for your Shared Services Center
In this video, Andrew Kris, Consultant Director of Borderless Executive Search, discusses getting the right people for your Shared Services Center. "Just because you have a terrific finance person who really understands finance--is this the right person to lead your Shared Services Center? I don't think so," he says When we're talking about Shared Services, the number one issue that comes up is that headhunters get called in usually at the third phase of failed Shared Services Centers. What about the other people that are working in this service business? if you've worked in the back office, finance function or Human Resources function for many years, have always thought you've known what your customers needed, and attempt to deliver things the same way as before, you are setting yourself up for failure. If you really feel you don't have the right people in place, go to another location where you can build from scratch. Take the hit, painful as it is.| 0 comments |How to attract, develop and retain staff in a Shared Services Center
ADP Globalview Europe's former HR Director Jean-Jacques Bellon outlines the factors that attract, develop and retain staff in a Shared Services Center. Five years ago, ADP selected Prague to be the location of the new Shared Services Center dedicated to ADP GlobalView, a complete payroll offering for large multinationals. One challenge when starting out in a new country is appealing to potential recruits, especially when the labor market is highly dynamic as is the case in the Czech Republic. The business of the Prague Shared Services Center requires cutting-edge skills: SAP expertise, knowledge of payroll in European countries and Customer Relationship Management (CRM) tools, fluency in English, etc. Middle management plays a key role in spotting talent in the making. It is on the frontline when it comes to assessing employees' potential by their attitude, relationship with clients, interpersonal skills, and ability to grasp and resolve complex situations. One indicator on the Human Resources team's scorecard is particularly important for monitoring the center's development: staff turnover. At the Prague center, it is controlled and stable around 15%. But, a stable workforce is pointless if its individuals do not perform collectively.| 3 comments |Overcoming resistance to Shared Services Centers initiatives
Webster Co-Founder of Webster Buchanan Research Keith Rodgers discusses the causes and sources of resistance and ways of overcoming them to Shared Services Centers' initiatives. Ask a Human Resources or payroll manager about his/her experiences in setting up and managing a Shared Services Center (SSC), and at some point the conversation will invariably turn to people-related challenges. Every transformational change project runs into some level of internal opposition, but resistance to change in Shared Services Center projects can be particularly strong. The first step toward overcoming resistance is to understand the drivers. What is it that makes some top executives, line managers, and employees—even entire business units—rigidly oppose to change? A second set of drivers of resistance comes from the business case, where cost savings tend to dominate the internal debate at the expense of factors that may have a stronger appeal for those directly impacted by the initiative. Even with a sound business case, full backing at the executive level and an experienced project team, some level of resistance is inevitable in a Shared Services Center initiative. By understanding and predicting the causes, establishing a comprehensive communications plan and adopting best practices and pragmatism in people management, the impact of resistance can be mitigated.| 0 comments |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 |Measuring the success of HR Outsourcing
Stelios Milonakis, Senior Consultant of EquaTerra, discusses ways on how to measure the success of Human Resources outsourcing. With several hundred multi-process Human Resources outsourcing (HRO) deals marketing the Business Process Outsourcing (BPO) landscape, and a factor of at least three times as many single-process deals, it is an undisputable fact that HRO is here to say. Once the decision to outsource is made, the three key questions organizations tend to ask are: “How much will I save? How quickly will I get my Return on Investment (ROI)? Will my service quality improve?” The success of the transaction comes from building what you are going to measure into making of the deal, combine that with the right processes and approach and you remove much of the risk from your transaction. The art of managing providers and realizing true benefits from Human Resources outsourcing is becoming increasingly important. Human Resources outsourcing is an area that needs to be addressed and readdressed throughout the life of any sourcing contract.| 0 comments |Transitioning 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.| 2 comments |People and transitioning, the psychological factors never to ignore
Barbara Paterson, Director of Paterson Consultancy, discusses people and transitioning—the psychological factors that we can’t afford to ignore. Globalization, technological change, merger, downsizing and outsourcing: the buzzwords of business made it all too easy to forget that essentially commercial success depends on people. Transition is what occurs during the time when the old and the new ways of doing things are being sorted out and is a process with many implications for business strategy and people in the workplace. One major energy group redefined its structure, relocated departments, closed offices and moved Human Resources (HR), Information Technology (IT) and Finance into a shared services arrangement. As a result, staff movements were managed effectively. People were redeployed across the group, while others moved on to new pastures with their self-esteem intact. Good employee engagement as a desirable outcome of transition is fast creeping up the strategic agenda of all organizations. Good engagement makes for successful business. To manage change sensitively and positively should be the goal for every good leader. Good management of the psychological aspects of transition makes the greatest contribution to organizational effectiveness before, during and after the implementation process.| 0 comments |Transitioning your organization to international HRO
ADP’s Global Program Director Patrick Nolot discusses main tasks involved in transitioning your organization to international Human Resources Outsourcing (HRO) in this article. Human Resources Transformation and one of its main components, Human Resources outsourcing, are all about going from where you are to where you want to be. Transition, the step that consists in transferring some of your tasks and processes to a service provider, is often associated with the technical implementation of a new solution. Managing a Human Resources outsourcing project involves taking local legislation into account and making sure the new services are compliant with the relevant legislation. There are five keys to your organization’s successful transition to international Human Resources outsourcing. These are: find a sponsor at top, develop mirror organizations in collaboration with your service provider, plan to support your subsidiaries at the local level, use shared and standard transition tools & methods, and focus tightly on data migration. Transition to international Human Resources outsourcing is hardly an easy task. The human dimension of HRO transitioning is too often put aside and neglected, not because companies do not care but because transition to Human Resources outsourcing is usually approached from a technological angle.| 0 comments |Getting the business case right
Michele Gray, Senior Director of Global Consulting for ADP, discusses the factors on getting the business case right. Depending on needs, two types of business cases can be identified. The first one is the high-level and indicative business case. Another form is the detailed business case. Both forms of the business case are useful and have to be used according to whether the situation calls for securing funding at the initial stage of a project or having a project finally validated by the board members. The business case is designed to determine future costs, split responsibilities and detail the savings as well as the way they will be generated. The role of a business case is to enable a company to articulate different objectives in a single document in order to validate the feasibility of its project. A business case is designed to offer a detailed view of a problem and the potential solutions for the company.| 0 comments |In-depth analysis of HRO options and business models
Christine Stanowski, Vice President of Global Consulting in ADP, provides an in-depth analysis of Human Resource Outsourcing options and business models. Stepping up in Human Resources Transformation, and more specifically Human Resources Outsourcing (HRO), raises fundamental questions and requires agreement on the processes and activities to keep in-house and the ones to reengineer and outsource. Human Resources Transformation is about deciding on the organization to implement to fit the new business needs. Designing and managing your retained team correctly is often the most difficult and poorly planned aspect of the transition to Human Resources Outsourcing. The first step to design your retained organization is to understand the different outsourcing options available on the market. The chosen service model will have a significant impact on the way to handle procedures and tasks once the HR Outsourcing contract has been implemented. One may consider that the direct consequence of Human Resources Outsourcing is to enable companies to benefit from a stripped down organization. Reality is often more complex. HR Outsourcing can take many forms which may generate some confusion. The decision to make is whether to choose the one-to-one or the one-to-many model. The level of service models will then depend on a combination of targets and timing.| 0 comments |Selecting the right HR outsourcing options
ADP’s Vice President for Global Consulting Christine Stanowski discusses steps in selecting the right Human Resources Outsourcing options. The first criterion in designing your future Human Resources (HR) organization is to identify the responsibility you want to transfer, while the second criterion is to know in which environment you want the service to be delivered. There are many factors that can lead to failure of your outsourcing project if you don’t identify them from the beginning. The service level selected will have an impact on the transfer of responsibility from your organization to the service provider. More and more companies use outsourcing as a way to streamline and regroup some functions at the regional level in shared services centers. The stress has to be taken into account and be managed by a team that will guarantee that initial goals are met within budget and in a timely manner.| 0 comments |Selecting the right HR outsourcing options
Christine Stanowski, Vice President of Global Consulting in ADP, explains steps in selecting the right HR Outsourcing options. A critical step in designing your future Human Resources organization through outsourcing is to understand the options available on the market. There are many outsourcing options, from Application Management Outsourcing to the full Human Resources outsourcing (HRO) of a function. It is also important to understand what is in place at your organization today. Do you know what is your Human Resources function’s Total Cost of Ownership (TCO)? How many full-time employees are assigned to that function or process you want to outsource? The functions that will be handled by your service provider will enable you to benefit from economies of scale, streamline processes, and enjoy flexible and more accurate maintenance and upgrade of your Human Resources Information System (HRIS). From beginning to end, outsourcing requires support and follow-up. In most cases, outsourcing contracts fail or don’t deliver on all their promises because of the absence of the governance team responsible for the timely delivery of within-budget outsourcing implementation.| 1 comments |