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Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce,Bernard O’ Driscoll, Chartered Institute of Personnel & Development
 

Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce,Bernard O’ Driscoll, Chartered Institute of Personnel & Development

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    Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce,Bernard O’ Driscoll, Chartered Institute of Personnel & Development Creating Sustainable Change through Organizational Alignment and Managing an Increasingly Diverse Workforce,Bernard O’ Driscoll, Chartered Institute of Personnel & Development Presentation Transcript

    • HR Offshoring – Lessons from Experience Bernard O’Driscoll The Workforce Conclave 15 th February 2008
    • Session Outline
      • Drivers for HR Offshoring
      • Perceptions of HRO Marketplace
      • Finding the Right Partner
      • Scope and Outcomes
      • Personal Lessons
      • HR and global sourcing… the future
    • Business Drivers for Exploring HRO:
      • HR Shared Services 5+ years old and “mature”
      • Many well-established UK outsourced HR relationships: Healthcare, Payroll, Training, etc.
      • Strong HR record of cost reduction, service improvements, innovation and risk management
      • BPO maturing as a corporate option
      • … So, what about HR?
    • The HR Director’s Intent:
      • Evolve beyond mature HR Shared Services model
      • Create a strategic partner for HR service delivery – with options for the future
      • Impact the business bottom line – both cost reduction and increased HR focus on strategic issues
      • Transform the retained Human Resources function
    • Aim to create…
      • Outstanding HR Business Partnering support
      • HR Policies that maximise business capability
      • Best possible effectiveness and efficiency from HR Processes
      … Great HR
    • HR Offshoring Marketplace (circa 2005/6)
      • Eastern Europe or India
      • ‘ Total Outsource’ offer from main players
      • Limited evidence of dedicated UK-only HR Service provision working offshore
      • Suppliers understanding of HR Directors’ mindset and decision criteria not fully developed
      Committing to HR offshoring required strong convictions and trust in partnership with suppliers
    • The Ideal Partner…
      • What matters to business/HR decision makers…
          • Complementary culture?
          • Good awareness of UK employment practices?
          • Strong track record in BPO/HRO?
          • Right pace and ambition for transformation?
          • A sensible next step, not a different direction?
      … depends on business and HR context
    • The Partnership Outcomes Total reshaping of existing HR operations with circa 140 FTE offshore in new partnership
      • Manage the Service
      • Create the Vision
      • Set the Direction
      • Lead the Change
      Lloyds TSB
      • Establish Operations
      • Build Offshore Service Capability
      • Develop further options
      • Deliver the Service
      Steria
    • Business Retained…
      • HR Contact Centre
      • HR Consultancy (Recruitment, Performance Mgt, Change, etc.)
      • Legal Advice & Risk Management Services
      • HR Supplier & Commercial Management
      • UK-essential administration
      … HR ownership of engagement with employees
    • Scope…
      • HR Management Information
      • Staff Exit/Leaver Administration
      • Back Office support for HR systems and Data Management
      • HR Technology Programme Management
      • Training & Administration Helpline
      • Outbound References
      • Recruitment back office
      … a combined UK/India HR partnership with in-house and off-shored operations
    • Lessons Learnt
      • Seeing India is worth 1000 power point slides
      • HR Directors need help in framing what they want to achieve – retained HR function, criteria for partner selection, performance measures, etc.
      • Decision making to commit to HR offshoring is complex
      • Building and sustaining confidence in the partnership is key to successful implementation
      • HR Offshoring can add strategic value to HR and the business
    • Thoughts on the future…
      • HR offshoring is a natural evolution for mature HR shared services operations
      • There is considerable potential in tailoring BPO capability to HR-specific offerings – either standalone or as extensions to existing relationships
      • HR Offshoring can add strategic value to a business and more companies will begin to examine the case for change – this goes beyond transactional work
      • Suppliers need to ensure they can engage with HR leaders in framing a compelling case for change – this will be a key differentiator in the HRO marketplace
    • HR Offshoring – Lessons from Experience Bernard O’Driscoll The Workforce Conclave 15 th February 2008