Selecting the appropriate HR outsourcing scenario for your organization, and managing the team and processes that stay in-house are critical factors for the overall success of your HR transformation business plan.
We invite you to explore how to get the HR outsourcing business case right, the role of governance in outsourcing projects and how to measure the success of an HR outsourcing project.
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 |Shared Services Centers, a complementary path to outsourcing
Christine Stanowski, Vice President of Global Consulting, ADP, discusses how Shared Services Centers and outsourcing work in tandem in order to optimize payroll systems. Companies often weigh the pros and cons of Shared Services Centers (SSCs) and outsourcing as alternatives to in-house operations. By choosing to outsource the company’s non-core processes and boosting or reassigning resources to activities with a high added-value, Human Resources (HR) managers optimize their teams’ potential and fulfill their primary duty of using the company’s human capital to their best advantage. A multinational deploys a project to optimize multi-country payroll function on a Shared Services Center to reach these four objectives: support growth, allocate human capital to enhance performance, reduce technological risks, and meet legal compliance and governance requirements. Local requirements are critical for accurate payroll processing. Their complexity makes it a challenge for multinationals to run one worldwide payroll system in-house. The Shared Services Center has two essential roles: restructure retained processes and act as the interface between the company and its service provider. To sum up, a project to create or extend a Shared Services Center in the context of global payroll outsourcing is multi-faceted. The company must anticipate the challenges it will face as it advances toward the target organization.| 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 |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 |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 |Designing the retained organization from a technology perspective
In this article, Gianni Giacomelli, SAP BPO’s Head of Strategy & Marketing, discusses how the retained organization is designed from a technology perspective. Business processes are delivered by combining workflow, the right people, and the appropriate technology. These three elements, designed to work together, ensure effective service delivery. With regard to technology, three types of decisions need to be made by answering the following questions: "Whose technology is it? Who drives and who owns the configuration? How to integrate seamlessly what stays in and what goes out?" Whoever owns the technology can redeploy it—at least theoretically. He must recognize that process requires certain parties to have access to specific functionalities and/or data; otherwise, service delivery will break down. When the client drives the configuration, it is possible to dictate to the provider, at least to some degree, how the service will be run. This is often the case for process that impacts the client’s employees, a common occurrence in Human Resources (HR). Regardless of the ownership of the technology and its configuration, there is still a need for the process to function seamlessly end-to-end. The service provider needs to act as the client’s extended enterprise.| 0 comments |Designing the retained organization from a technology perspective
Gianni Giacomelli, Head of Strategy & Marketing at SAP’s BPO business unit, discusses important factors on designing the retained organization from a technology perspective. The organizations must run as if there were no boundaries, no fracture points. This means that the outsourced and the retained organizations are integrated, not just interfaced. Process and technology are designed together as are the retained and the outsourced organizations. To guarantee integration, consistent vocabulary must be used. A sufficiently large exchange of data sets is also required. Working out your master data design and related business logic is the key to a successful extended organization.| 0 comments |Designing the retained organization from a technology perspective
Gianni Giacomelli, SAP BPO’s Head of Strategy & Marketing, discusses designing the retained organization from a technology perspective. The goal of outsourcing agreement is not to create an efficient outsourced organization. It is to create an efficient extended enterprise that leverage the specialization, and hence the effectiveness, of the newly re-configured outsourced and retained organizations. Technology can automate and facilitate processes, meaning few resources are required and output quality is improved. Designing the data and configuring the platform must be done according to the required business logic. The best answers are situational, but there are best practices that a provider can reuse from one customer to another, thereby ensuring process optimization and economies of scale. In the past ten years, we have consistently noticed that successful design depends heavily on the decision making process, particularly the engagement and empowerment of the right people.| 0 comments |Quantifying the retained organization
In this article, ADP’s Senior Director of Global Consulting, discusses the model the company has developed in quantifying the retained organization. Stepping up in the Human Resources Transformation, and more specifically Human Resources Outsourcing (HRO), raises fundamental questions and implies to agree on the processes and activities to keep in-house and the ones to reengineer and outsource. Quantifying and designing the retained organization go hand-in-hand with the project’s business case and require adopting a structured approach. The roadmap to design the retained organization begins with the definition of the project’s scope (service model, tasks to outsource, and project’s footprint). Understanding and defining your project’s scope is the fundamental phase in the design of your future organization. In order to get a clear picture of the future organization, it is usually good to start by focusing on how the work gets done today. Outsourcing HR means changing the roles and tasks of your retained Human Resources staff. An anticipated reduction in headcount is often central to the business case for moving to a Human Resources outsourcing model. There may be no such thing as a “typical” impact on labor, since the outcome is highly dependent on the organization’s structure, previous degree of centralization, functions being outsourced and the assertiveness in redefining new roles and responsibilities.| 0 comments |Quantifying the retained organization
ADP’s Senior Director of Global Consulting Christine Briody discusses how to quantify the retained organization. Once you have clearly defined both geographical and functional scope of tasks and processes as well as selected the service delivery model or the service provider, the next step is to work on the “to-be” stage, in other words, designing the organization that will remain in-house once the outsourcing contract goes live—we call this phase the mapping process. The responsibility matrix is not the only consideration to take into account in the process of quantifying your true Human Resources organization. You also need to understand how the work is getting done today. A task versus time audit of current activities will help you to understand where outsourcing will generate the greatest benefits. Companies that have allocated Process Owners and implemented Governance Boards to guide the retained organization structure are increasing their levels of standardization to lower overall costs.| 0 comments |Quantifying the retained organization
Christine Briody, ADP’s Senior Director of Global Consulting, explains factors in quantifying the retained organization. Quantifying your retained and future Human Resource organization requires adopting a structured approach. A prerequisite is to have clearly defined both the geographical and functional scope of tasks and processes to be outsourced. The service provider will be able to assist you in this mapping process as they will clearly document the tasks which will remain your responsibility and the tasks which will be outsourced. The responsibility matrix or detailed statements of work, with defined roles and responsibilities, should be a contractual document. The ultimate goal of the mapping process is to ensure that the tasks performed by your service provider do not overlap with those that remain in-house. It may also identify broader opportunities for the advancement of existing staff. To wrap up, designing the retained and future organization needs careful planning in order to achieve your strategic goals and reduce your total cost of ownership.| 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 |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 |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 |Getting the business case right
ADP’s Senior Director of Global Consulting Michele Gray discusses the importance of business case as well as getting the business case right. It is crucial to understand the timing for the business case as well as its decision-making cycle. Put simply, the business case makes sense only if its purpose is clearly identified. Companies that are working on detailed business cases are often doing it when they are in the contract finalization phase with their service provider. The business case is used to validate the savings that can be expected in the end. The high-level form of the business case is often used as the first justification for a project. In most situations, putting together a business case is the best opportunity to assess the quality of the information available in a company. After all, building a business case is all about putting the right data together in order to make projections. Getting the business case right is all about timing and purpose. The purpose of the business case won’t be the same according to your project’s status and the objectives you want to achieve in your organization. The ultimate goal of any business case is to convince an audience to support a specific project.| 0 comments |The role of governance in outsourcing contracts
In this article, Mike Friend, Managing Director of M3C Consulting, discusses the role of governance in outsourcing contracts. Customers entering into outsourcing agreements, knowingly choose to sacrifice direct control of their business processes in return for lower cost and/or better quality services. However, approaches to governance vary widely. Good governance requires the establishment of a joint contract management committee that meets regularly to monitor contract performance against defined Service Level Agreements and addresses key issues from a strategic to an operational level. When outsourcing contracts fail as they do from time to time, then the finger of blame is frequently pointed at the role of governance. While a contact is the product of two organizations seeking a mutually beneficial agreement, the success of that contract comes down to the dedication of a comparatively small number of people—how they interpret that contact, and how they engage with one another. Inevitably, the complexity of any contact will determine its risk profile, governance requirements and to a large degree of its success. Rather than being overly fixated by such a headline number, customers should work with a bottom-up approach. Only then will they gain a better idea of the number of customer representatives required to sit on the governance committee.| 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 |