This document presents results from The Hackett Group's 2011 Global Payroll Performance Study. It discusses key findings regarding global payroll trends, metrics on top performing organizations, and a vision for payroll in 2013. Some of the major trends highlighted include the need for a global payroll process owner, increased use of shared services models, importance of formal governance, and growing acceptance of outsourcing payroll functions. The presentation provides insights on how top performers achieve lower costs and greater efficiencies compared to peer organizations.
Global Payroll Strategy: Bringing Order to Global Payroll ChaosJulie Fernandez
Global payroll outsourcing is an area of growing interest for multinational companies seeking to reduce costs and complexity. The document discusses ISG's proprietary methodology and filtering tool for evaluating countries for potential payroll outsourcing. The tool analyzes countries across two axes - payroll complexity and organization/leverage potential. It identifies countries that may be suitable for different payroll sourcing strategies. The document also notes challenges in defining accurate business cases for global payroll outsourcing.
Technology is a key enabler for achieving the synergies and savings associated with a shared services delivery model and are important tools for running an HR service center. This is the second session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we reviewed a range of HR technologies to consider as you plan your shared services operation. We discuss the key functions of different types of technologies, important requirements and tips for evaluating different solutions, and guidelines for estimating technology costs.
For more information, please visit www.scottmadden.com.
Presentation on lessons of Finance Shared Service Centre implementation at BAT Russia delivered at Marcus Evans conference in Amsterdam, March 2008. I was the Project Manager for this change programme.
A consumer durables firm is looking to set up an HR shared services center in India and has hired a consultant to conduct a feasibility study. The document discusses the benefits of shared services centers including cost reduction, standardization, and improved service quality. It outlines factors to consider in assessing feasibility such as the types of organizations that benefit, potential drivers, and challenges. The methodology for setting up a shared services center or outsourcing arrangement is also presented.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
ScottMadden HR Shared Services Benchmarking Study Highlights 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the fifth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs. For more information, please visit www.scottmadden.com.
Global Payroll in PeopleSoft is more complex than North American Payroll as it supports multiple countries, languages, currencies and country-specific requirements. Global Payroll has a core application that provides common payroll processes and elements, while country extensions customize elements, rules, and processes for each country. Implementing Global Payroll for a new country may require custom development for things like pay slips, direct deposit, and regulatory reporting if that country is not included in the delivered country extensions.
Global Payroll Strategy: Bringing Order to Global Payroll ChaosJulie Fernandez
Global payroll outsourcing is an area of growing interest for multinational companies seeking to reduce costs and complexity. The document discusses ISG's proprietary methodology and filtering tool for evaluating countries for potential payroll outsourcing. The tool analyzes countries across two axes - payroll complexity and organization/leverage potential. It identifies countries that may be suitable for different payroll sourcing strategies. The document also notes challenges in defining accurate business cases for global payroll outsourcing.
Technology is a key enabler for achieving the synergies and savings associated with a shared services delivery model and are important tools for running an HR service center. This is the second session in an HR Shared Services learning series that ScottMadden presented in conjunction with SSON. In this session, we reviewed a range of HR technologies to consider as you plan your shared services operation. We discuss the key functions of different types of technologies, important requirements and tips for evaluating different solutions, and guidelines for estimating technology costs.
For more information, please visit www.scottmadden.com.
Presentation on lessons of Finance Shared Service Centre implementation at BAT Russia delivered at Marcus Evans conference in Amsterdam, March 2008. I was the Project Manager for this change programme.
A consumer durables firm is looking to set up an HR shared services center in India and has hired a consultant to conduct a feasibility study. The document discusses the benefits of shared services centers including cost reduction, standardization, and improved service quality. It outlines factors to consider in assessing feasibility such as the types of organizations that benefit, potential drivers, and challenges. The methodology for setting up a shared services center or outsourcing arrangement is also presented.
Planning Expansion and Adding Scope to your Current Shared Services OperationScottMadden, Inc.
Successful scope expansion for an existing shared services operation requires careful planning. Scope expansion can take a number of forms such as new services, new customer groups, and new geographies. “Shared Service Expansion” is the fourth session of a HR Shared Services learning series that ScottMadden is presenting along with Shared Services & Outsourcing Network (SSON). In this session, we cover an approach for planning expansion and keys to adding scope while balancing the demands of your current shared services operation.
ScottMadden HR Shared Services Benchmarking Study Highlights 2017ScottMadden, Inc.
ScottMadden has joined forces with American Productivity & Quality Center (APQC), a benchmarking and best practices research organization, to conduct the fifth cycle of the HR Shared Services (HRSS) Benchmarking Study. This study identifies gaps in HR SS benchmarking data specific to service center and center of expertise (CoE) staffing and performance metrics, targeting HRSS organizations with a service center and CoEs. For more information, please visit www.scottmadden.com.
Global Payroll in PeopleSoft is more complex than North American Payroll as it supports multiple countries, languages, currencies and country-specific requirements. Global Payroll has a core application that provides common payroll processes and elements, while country extensions customize elements, rules, and processes for each country. Implementing Global Payroll for a new country may require custom development for things like pay slips, direct deposit, and regulatory reporting if that country is not included in the delivered country extensions.
This document discusses outsourcing financial transaction processing to shared service centers. It notes that while outsourcing can reduce costs, there is a high failure rate if relationships are not well analyzed. The document provides an overview of outsourcing advisory services and considerations for outsourcing in the financial services industry. It analyzes processes in a banking back office to determine suitability for a shared services structure and describes common shared services models and key governance structure elements.
Helpdesk Officer
Duties:
- Receive and log IT requests and issues from branches
- Fulfill requests within their authority and follow up
- Communicate with branch clients
Skills:
- Customer service and help desk methodologies
- Strong communication, listening and customer service skills
- Knowledge of IT processes, policies and procedures
Knowledge:
- Tracking systems, IT services, and products
- Microsoft office tools
- Local laws and work planning
The document discusses creating intelligent and cost-conscious shared services processes. It outlines an approach to shared services that involves assessing the current state, formulating options, conducting feasibility analyses, and developing a low-cost model. Key objectives are discussed such as strategic alignment. A shared services vision and structure is presented using accounts payable as a pilot function. The rationale for a shared services center is described as providing a service-oriented and scalable infrastructure with appropriate accountability.
• Key things to know before moving to a global model
• Determining what processes should stay at the regional level
• Determine technologies that will support the global model
• Methods for determining the right scope of service for globalized delivery
• Identifying change management strategies
• Measuring the success
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
Notes On Managed Service And Outsourcing Implementation And ManagementAlan McSweeney
Possible Managed Service Requirements
Benefits of Managed Services
Approach to Solution Analysis, Definition, Selection and Business Case Generation
Contract Management
Service Transition and Due Diligence
Service Management and Operation
Lessons Learned from Outsourcing Problems
The document discusses a SHRM poll on shared services and centers of excellence models for administering HR transactions and services. Some key findings include:
- 75% of organizations administer HR transactions through an internal shared services department. Larger organizations and those with multinational operations were more likely to use this model.
- 61% use a combination of in-house and outsourced shared services, while government agencies were more likely than others to use completely in-house services.
- Top positive outcomes of shared services included reduced HR staff time on administrative tasks and reduced administrative costs. Larger organizations saw greater benefits.
- Top challenges included employee resistance and transition difficulties. Multinational organizations saw more relationship challenges between HR
Moving Your Contingent Workforce Program from Tactical to StrategicPeopleFluent
Contingent labor is an important and rapidly-growing segment of the modern workforce. The PeopleFluent® Vendor Management System (VMS) manages all non-employee labor and services procurement, providing you with true visibility into cost, compliance, risk, and efficiency. The vendor management system is a critical component of PeopleFluent's total talent solution.
Information Technology Infrastructure Library (ITIL) certification is the most coveted certification for IT service professionals. ITIL Foundation exam is the first level of exam within the ITIL certification program. ITIL Foundation certification offered to professions who qualify the ITIL Foundation exam validates one’s ability to handle IT services in a planned manner. This presentation on ITIL Foundation includes all the important ITIL terminologies and basics that are covered in the ITIL Foundation exam. Each slide covers ITIL topics based on the ITIL Foundation and is prepared by highly qualified instructors. Get an understanding on each of the ITIL Foundation topics and enhance your knowledge and confidence towards achieving the ITIL Foundation certification.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
Richard Symes has over 25 years of experience managing projects, programs, people, and finances in financial services, IT, and public sectors. He has a track record of successfully delivering services on time and on budget while leading diverse teams through periods of change. Currently on a career break, his previous roles include Senior PMO Delivery Manager at Lloyds Banking Group, Senior Programme PMO Manager at Surrey Police, and various management positions at LloydsTSB.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
BT Group is a global telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Their finance organization has transitioned over time to utilize shared services organizations (SSOs) and outsourcing partners to increase efficiency. They have built regional insourced SSOs in the UK and India as well as global outsourced SSOs. The benefits and tradeoffs of insourced regional versus outsourced global models are discussed.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
The Evolution of the Enterprise Operating Model - Ryan Lockardagilemaine
The document discusses Contino, a professional services firm that helps clients adopt enterprise DevOps, cloud native computing, and data platforms to improve software delivery. It outlines Contino's approach called "Momentum" which starts with small proofs-of-concept and scales best practices throughout an organization. The document also describes Contino's delivery teams approach, typical upskilling capabilities, and why transformations are beneficial for organizations.
This document is a resume for Edith Kindrachuk that highlights her experience in strategy, program/project management, process improvement, change management, and leadership of technology teams. It summarizes roles she has held at various companies and accomplishments such as cost savings, system performance improvements, and successful delivery of projects. The resume also includes recommendations from previous managers praising her leadership abilities and focus on goals.
Outsourcing and Managed Services - Developing a Common Language Between Suppl...Alan McSweeney
Describe at a high-level a structured approach to implementing outsourcing/managed services from both service provider and end-user organisation
Provide a high-level view of a common set of processes to be used by service providers and end-user organisations to implement and operate an outsourcing/managed services arrangement
ADP Cost of Payroll per Payslip InfographicADP Marketing
The document discusses the costs of payroll per payslip for businesses of different sizes based on a 2014 study. It finds that businesses with less than 50 employees pay on average $31.82 per payslip to produce payroll in-house, which is over 8 times more than the $3.66 it costs businesses of that size to outsource payroll. Larger businesses see lower per payslip costs, with businesses between 51-200 employees paying $10.60, 201-500 employees paying $13.35, and 501-2000 employees paying $13.66 when keeping payroll in-house. Overall, 75% of businesses outsource their payroll while 25% handle payroll internally.
As your organization expands internationally, the complexity of your operations will increase. Payroll and expenses are no exception. Processing multinational payrolls, paying employees on time, managing expense reporting, tracking vacation time and complying with local regulations can leave room for error and potential exposure to significant compliance penalties.
Ousourcing vs in-house: Key considerations and challengesSoftworld
Jeremy Mindell, Senior Reward and Tax Manager, Henderson Global Investors
An insight into the reasons for change, the main challenges to overcome and common errors to avoid, plus a look at how SaaS can help.
This document discusses outsourcing financial transaction processing to shared service centers. It notes that while outsourcing can reduce costs, there is a high failure rate if relationships are not well analyzed. The document provides an overview of outsourcing advisory services and considerations for outsourcing in the financial services industry. It analyzes processes in a banking back office to determine suitability for a shared services structure and describes common shared services models and key governance structure elements.
Helpdesk Officer
Duties:
- Receive and log IT requests and issues from branches
- Fulfill requests within their authority and follow up
- Communicate with branch clients
Skills:
- Customer service and help desk methodologies
- Strong communication, listening and customer service skills
- Knowledge of IT processes, policies and procedures
Knowledge:
- Tracking systems, IT services, and products
- Microsoft office tools
- Local laws and work planning
The document discusses creating intelligent and cost-conscious shared services processes. It outlines an approach to shared services that involves assessing the current state, formulating options, conducting feasibility analyses, and developing a low-cost model. Key objectives are discussed such as strategic alignment. A shared services vision and structure is presented using accounts payable as a pilot function. The rationale for a shared services center is described as providing a service-oriented and scalable infrastructure with appropriate accountability.
• Key things to know before moving to a global model
• Determining what processes should stay at the regional level
• Determine technologies that will support the global model
• Methods for determining the right scope of service for globalized delivery
• Identifying change management strategies
• Measuring the success
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
Notes On Managed Service And Outsourcing Implementation And ManagementAlan McSweeney
Possible Managed Service Requirements
Benefits of Managed Services
Approach to Solution Analysis, Definition, Selection and Business Case Generation
Contract Management
Service Transition and Due Diligence
Service Management and Operation
Lessons Learned from Outsourcing Problems
The document discusses a SHRM poll on shared services and centers of excellence models for administering HR transactions and services. Some key findings include:
- 75% of organizations administer HR transactions through an internal shared services department. Larger organizations and those with multinational operations were more likely to use this model.
- 61% use a combination of in-house and outsourced shared services, while government agencies were more likely than others to use completely in-house services.
- Top positive outcomes of shared services included reduced HR staff time on administrative tasks and reduced administrative costs. Larger organizations saw greater benefits.
- Top challenges included employee resistance and transition difficulties. Multinational organizations saw more relationship challenges between HR
Moving Your Contingent Workforce Program from Tactical to StrategicPeopleFluent
Contingent labor is an important and rapidly-growing segment of the modern workforce. The PeopleFluent® Vendor Management System (VMS) manages all non-employee labor and services procurement, providing you with true visibility into cost, compliance, risk, and efficiency. The vendor management system is a critical component of PeopleFluent's total talent solution.
Information Technology Infrastructure Library (ITIL) certification is the most coveted certification for IT service professionals. ITIL Foundation exam is the first level of exam within the ITIL certification program. ITIL Foundation certification offered to professions who qualify the ITIL Foundation exam validates one’s ability to handle IT services in a planned manner. This presentation on ITIL Foundation includes all the important ITIL terminologies and basics that are covered in the ITIL Foundation exam. Each slide covers ITIL topics based on the ITIL Foundation and is prepared by highly qualified instructors. Get an understanding on each of the ITIL Foundation topics and enhance your knowledge and confidence towards achieving the ITIL Foundation certification.
TTM Managed Services Framework provides a comprehensive methodology and tools to assist companies throughout the entire managed services lifecycle. This includes setting up an effective managed services framework, conducting due diligence and RFP processes, managing the transition of services between a company and managed service provider, and supervising ongoing service delivery. The framework is based on over 60 years of experience and incorporates best practices, processes, templates, and other tools to help ensure the success of managed services transformations and programs.
Richard Symes has over 25 years of experience managing projects, programs, people, and finances in financial services, IT, and public sectors. He has a track record of successfully delivering services on time and on budget while leading diverse teams through periods of change. Currently on a career break, his previous roles include Senior PMO Delivery Manager at Lloyds Banking Group, Senior Programme PMO Manager at Surrey Police, and various management positions at LloydsTSB.
Shared Services Models... What's Right for Your OrganizationDeborah Kops
Most organizations pursue a shared services model because it's fashionable, or because a consultant told them to. But without interpreting the implications of business context, organizational reality and the current state of the shared services journey. enterprises can try to push a square peg into a round hole. Take a gander at the very first predictive model for shared services design!
BT Group is a global telecommunications company operating in over 170 countries with over 100,000 employees and $29.4 billion in revenue. Their finance organization has transitioned over time to utilize shared services organizations (SSOs) and outsourcing partners to increase efficiency. They have built regional insourced SSOs in the UK and India as well as global outsourced SSOs. The benefits and tradeoffs of insourced regional versus outsourced global models are discussed.
Trends and Best Practices in Global Shared ServicesChazey Partners
The deck shows you the latest trends in Global Shared Services and Outsourcing industry and the best practices on optimizing your Shared Services performance
The Evolution of the Enterprise Operating Model - Ryan Lockardagilemaine
The document discusses Contino, a professional services firm that helps clients adopt enterprise DevOps, cloud native computing, and data platforms to improve software delivery. It outlines Contino's approach called "Momentum" which starts with small proofs-of-concept and scales best practices throughout an organization. The document also describes Contino's delivery teams approach, typical upskilling capabilities, and why transformations are beneficial for organizations.
This document is a resume for Edith Kindrachuk that highlights her experience in strategy, program/project management, process improvement, change management, and leadership of technology teams. It summarizes roles she has held at various companies and accomplishments such as cost savings, system performance improvements, and successful delivery of projects. The resume also includes recommendations from previous managers praising her leadership abilities and focus on goals.
Outsourcing and Managed Services - Developing a Common Language Between Suppl...Alan McSweeney
Describe at a high-level a structured approach to implementing outsourcing/managed services from both service provider and end-user organisation
Provide a high-level view of a common set of processes to be used by service providers and end-user organisations to implement and operate an outsourcing/managed services arrangement
ADP Cost of Payroll per Payslip InfographicADP Marketing
The document discusses the costs of payroll per payslip for businesses of different sizes based on a 2014 study. It finds that businesses with less than 50 employees pay on average $31.82 per payslip to produce payroll in-house, which is over 8 times more than the $3.66 it costs businesses of that size to outsource payroll. Larger businesses see lower per payslip costs, with businesses between 51-200 employees paying $10.60, 201-500 employees paying $13.35, and 501-2000 employees paying $13.66 when keeping payroll in-house. Overall, 75% of businesses outsource their payroll while 25% handle payroll internally.
As your organization expands internationally, the complexity of your operations will increase. Payroll and expenses are no exception. Processing multinational payrolls, paying employees on time, managing expense reporting, tracking vacation time and complying with local regulations can leave room for error and potential exposure to significant compliance penalties.
Ousourcing vs in-house: Key considerations and challengesSoftworld
Jeremy Mindell, Senior Reward and Tax Manager, Henderson Global Investors
An insight into the reasons for change, the main challenges to overcome and common errors to avoid, plus a look at how SaaS can help.
Automatic Data Processing (ADP) is one of the world's largest providers of business outsourcing solutions. One of the biggest benefits offered by ADP India is the levels of confidentiality and security for payroll information. Payroll is not just about paying people, but well managed payroll processes reduce costs and mitigates compliance risk. Also ADP will update on any amendments or changes in the salary components and payroll processing by Indian statutory and taxation laws. ADP will ensure that salaries are disbursed to individual employee accounts every month.
Read More at: http://www.adp.in/payroll-outsourcing.aspx
How To Create a High Performance Payroll Office and be Acknowledged for Your ...Greg McManus
This presentation examines the pathway for transforming a competent pay office to a top-level performer.
The presentation will review the results of international research into the implementation of successful processes and strategies, together with published benchmarks and the KPIs that define high performance pay offices.
Payroll staff are valued for their attention to detail, their numeracy skills and their patience and persistence but another skill-set is a key ingredient needed to convince your organisation to work with you on the journey to becoming a top performer.
The document summarizes a business plan for a cloud-based payroll system called Cloud Payroll Solutions (CPS) aimed at small-to-medium enterprises in Ireland. It outlines CPS's target market and competitive advantages, including an affordable annual subscription fee and automatic updates for tax compliance. It also describes CPS's technology platform on Microsoft Azure, security measures, revenue model, financial projections, and digital marketing strategy.
Iaop 2013 costa rica end to end finance outsourcing v fmferguson876
The document discusses McGraw Hill Financial's outsourcing of its finance and accounting processes. It provides an overview of the company's outsourcing approach, including establishing process "towers" and outsourcing 90-95% of transactional activities. It describes the goals of achieving higher growth, synergies, scalability, and business impact through end-to-end process transformation. Key challenges included outsourcing finance while implementing a new ERP system and challenges around controls, separation, communication, and change management.
- Payroll is a critical function that manages large expenses but is often seen as low risk. However, lack of improvement and changing regulations can increase risks.
- Technological advancements provide opportunities to improve efficiency and access valuable employee data, but many organizations have outdated systems.
- A strong governance framework is needed to manage risks like fraud, errors and non-compliance with changing regulations. Regular reviews of capabilities are important.
- Interpreting varying industrial agreements adds complexity, so payroll teams need support and training. Globalization further increases these challenges.
Outsourcing Agreement Checklist By Lisa Abe-Oldenburglisaabe
This document provides a checklist of key issues to consider when drafting an outsourcing agreement. It outlines various topics such as the contracting parties, transitional provisions, scope of services, service levels, pricing, intellectual property rights, security and confidentiality, liability, warranties, indemnities, business continuity, dispute resolution, termination terms, and other legal topics to address in the agreement.
Interface Management System: Concepts and ImplementationTarmo Ploom
Credit Suisse implemented several generations of interface repositories to manage their growing collection of interfaces. The first generation provided basic management of interface metadata but had limitations scaling to thousands of interfaces. The second generation introduced semi-automated governance processes to manage the interface lifecycle. The third generation added an integrated development environment and the fourth generation aims for model-driven service-oriented architecture.
Top performing payroll organizations have a 90% paperless payment distribution rate achieved through encouraging direct deposit, pay cards, and electronic pay statements. In 2009, top performers increased participation in these paperless options by 8% by maintaining a 1:1 ratio between direct deposit and electronic pay statements. Peers increased participation by 9% using the same strategy. While pay cards are growing in popularity, they have not significantly impacted rates yet but can help reach 100% paperless payments by serving unbanked employees. Success requires partnering with HR to enroll employees in paperless options at hiring.
The document discusses the importance of implementing a talent mobility strategy to effectively acquire, align, develop, engage, and retain high performing talent. It explores considerations for approaching and deploying a talent mobility strategy and supporting technology. Implementing an integrated talent management platform can help organizations overcome challenges like retaining top performers, aligning talent needs with business goals, and reducing external hiring costs by facilitating greater internal mobility and succession planning. The benefits of a talent mobility strategy include increased organizational agility, improved retention of talent, lower recruiting costs, and better alignment of employee development with business needs.
Creating successful payroll giving programs. There are 10 simple ways to boost participation in payroll giving programs: 1) Engage senior leadership support; 2) Communicate regularly with staff about impact of donations; 3) Keep the program highly visible across the business. Making sign-ups easy, tying the program to other community events, recognizing donors and ambassadors can also increase participation. Research found limited time and resources present barriers to success.
The document discusses a 2012 study by PMI that identified five common PMO frameworks. It then provides details on each of the five frameworks including the Organizational Unit PMO, Project Support/Services/Controls Office or PMO, Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO, Center of Excellence/Center of Competency, and Project-Specific PMO/Project Office/Program Office. It also outlines the top domains of work that PMOs focus on and how PMO managers can use the information from the study to benchmark and improve their own PMO.
2010 Exec Coaching Survey The Conf BoardLeda Karabela
This document summarizes the key findings of a research report on executive coaching practices in 2010. Some of the main findings include:
- Most coaching responsibilities are managed at the enterprise level, while funding typically comes from business units.
- External coaching engagements usually last between 3-9 months and focus on development and assessment.
- Internal coaching is used by 63% of organizations and focuses on similar areas as external coaching.
- Larger organizations are more likely to formally evaluate external coaching effectiveness.
The CEMMethod ORCA toolkit is a Process Governance resource. Originally launched in 2004 now significantly updated to this version.
For more see www.cemmethod.com and www.oibpm.com
The document discusses philosophies related to enterprise architecture, technology organizations, software development methodologies, budgeting, and change management. Key points include empowering individuals and ensuring interoperability, understanding technology needs and employee skills, clear responsibilities and directives, accountability, communication, and support from management. The philosophies aim to create an environment that promotes effective technology use, reduces waste, and provides a roadmap for resources. Methodologies should be evaluated based on metrics, lessons learned, potential improvements, and remaining challenges. Budgets require alignment with goals, engagement rules, cost estimates, scope definitions, and ongoing monitoring. Building an organization involves fostering employee empowerment, accountability, common goals, and participation at all levels.
After the Go-live: Ten Focus Areas for Effective Shared Services DeliveryStephen G. Lynch
1. The document outlines ten focus areas for driving performance in a shared service organization after go-live. This includes engaging in regular governance, monitoring compliance with service level agreements, standardizing and optimizing processes and technology, investing in training, and benchmarking performance.
2. Additional processes should continue to be evaluated for standardization and movement to the shared service organization to enhance efficiency.
3. Training is important, especially for offshore moves, to ensure employees understand commitments and business unit expectations as defined in governing documents.
Advocacy Excellence: Optimizing Group Structure & Operations Report SummaryBest Practices
Patient advocacy groups have evolved into organizations that play a critical role in educating patients. Correspondently, the advocacy function within pharma has grown in importance as collaborations with patient groups are linked to enhanced disease state and brand education among patient groups.
This Best Practices
®, LLC study identifies key trends in how pharma advocacy group serve internal customers and which activities have the most value. Additionally, the study examines the roles and responsibilities of advocacy. Advocacy group leaders can use this study to better align their relationships with internal and external customers.
Primavera p6 r8 in a complex healthcare environment white paperp6academy
Primavera P6 EPPM can be implemented in complex healthcare environments to provide a central system for project management and analytics. It integrates with ERP systems and allows all departments to access project status and measures. Successful implementation requires planning, identifying stakeholders, governance, training, and testing. Tight integration with ERP provides advantages and analytics reveal large returns by improving project selection, costs, and timelines. EPPM drives status reporting, performance, and risk management to uncover portfolio value when aligned with business goals.
Impact of Corporate Governance on Firms’ Financial Performance: Textile Secto...inventionjournals
Purpose: The basic standard of this article is to find out the outcome of corporate governance on firm’s profitability in textile sector of listed companies in Pakistan. Methodology: The data are collected from respective textile sector annual reports from 2005 to 2014.The results of different variables arise by using different techniques like descriptive, correlation and regression in using software of E-views in this study. Findings: These results of study explain that corporate governance and firm’s financial performance shows positive relationship between each other. This indicates that in textile sectors adopting corporate governance and plays a significant role in textile sectors. Research limitations: This study restricts by fewer digit of determinantslinked corporategovernance and data gathered from 2005 to 2014 were addressed, which restrictions the overview of the result. Further research can be conduct by using more variables and more years for finding more in future. Originality: This study shows that the firm’s performance has increased by using corporate governance in textile sector firms.
Impact of Corporate Governance on Firms’ Financial Performance: Textile Secto...inventionjournals
Purpose: The basic standard of this article is to find out the outcome of corporate governance on firm’s profitability in textile sector of listed companies in Pakistan. Methodology: The data are collected from respective textile sector annual reports from 2005 to 2014.The results of different variables arise by using different techniques like descriptive, correlation and regression in using software of E-views in this study. Findings: These results of study explain that corporate governance and firm’s financial performance shows positive relationship between each other. This indicates that in textile sectors adopting corporate governance and plays a significant role in textile sectors. Research limitations: This study restricts by fewer digit of determinantslinked corporategovernance and data gathered from 2005 to 2014 were addressed, which restrictions the overview of the result. Further research can be conduct by using more variables and more years for finding more in future. Originality: This study shows that the firm’s performance has increased by using corporate governance in textile sector firms.
Performance management and development systemeismintukey
This document provides tips for optimizing a performance management and development system. Tip #1 discusses calibrating performance ratings across an organization to ensure consistent ratings. Tip #2 recommends linking performance processes to career development and learning opportunities. Tip #3 advocates enabling pay-for-performance programs to build a merit-based culture. Tip #4 suggests driving continuous improvement through workforce analytics. Tip #5 stresses configuring, rather than customizing, a performance management system.
Driving Growth & Talent Retention through Pay for PerformanceBest Practices
Valuing and recognizing the company's top performers are critical factors to staying healthy and competitive in today's marketplace. In addition to other incentives, an annual bonus program provides companies with opportunities to financially reward employees for their contributions each year. However, smaller bonus pools, unfair distributions, misalignment of goals, complex global administration, and other obstacles can plague the integrity of the system, ultimately sending talent out the door.
Best Practices, LLC conducted this cross-industry study to investigate how compensation organizations at leading global companies are structuring and implementing pay for performance annual bonus programs to reward top performers and retain talent in today's environment of shrinking resources and increasing talent competition.
Savvy companies design, implement, and continuously evaluate a pay for performance compensation plan to reward top performers. By identifying drivers, measures of success, program elements, global differences, and implementation best practices, this study will highlight the must-haves of successful pay for performance bonus plans.
In the spring of 2018, I contracted with Huron Consulting in Chicago's West Loop to help update hundreds of slides and dozens of decks to their newly updated brand standards. I was supplied out-of-date decks and new brand templates. This presentation is one of the results, helping Huron communicate to prospective clients.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxbartholomeocoombs
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes.
CHAPTER 12PORTER NOVELLIGREG WALDRONApplying the Dro.docxcravennichole326
CHAPTER 12
PORTER NOVELLI
GREG WALDRON
Applying the Drotter “results-based” Leadership Pipeline approach to create a performance management system in a professional service firm.
• Introduction
• Business Diagnosis and Assessment
• Feedback
• Program Design Considerations
• Program Implementation
• Design Considerations
• Chosen Approach, Format Development, and Introduction
• Performance Management System Development
• Tailored Leadership Pipeline Development
• Evaluation
• Business Results
• Employee Climate Survey Results
• Turnover Results
• Anecdotal Evidence
INTRODUCTION
The Drotter results-based approach is tailored to a professional services firm structure and applied in the development of a performance management system aligned with the business’s strategy. Drotter’s Leadership Pipeline approach is implemented, with the full performance definitions for each leadership level in the tailored pipeline becoming the basis for a new organization-wide performance management application. The Drotter full performance definitions subsequently become the “source code” for selection, talent management, and training planning applications. The focus of this paper is the first application, performance management.
Business Diagnosis and Assessment
In 2004, Porter Novelli, a leading global marketing communications firm, undertook a fundamental strategic assessment and visioning process to guide it through the next five years. The firm’s CEO, president, and chief strategy officer led this process. The vision focused on a new approach to client account planning, a more client-centric structure, and a greater emphasis on operating interdependence between the globally dispersed offices in the service of multinational clients. It was felt that these three initiatives would dramatically increase the firm’s capacity to win and grow large, complex, and geographically dispersed client accounts—the firm’s strategic market target.
The senior management group identified the need to upgrade and align human resources management processes to successfully communicate and implement the new business strategy. The firm proceeded to hire a chief talent officer (CTO) to assist in the strategy implementation effort by designing and installing a more systematic, business-focused human resources management process.
In the CTO’s opinion, the vision implementation challenge centered on creating the highest possible level of employee engagement with the vision in the short term—by providing people throughout the firm with a clear, specific understanding of what the business strategy meant for them.
His metaphor for engagement was specifying the “four entitlements of all employees.” The CTO’s experience with corporate change efforts had led him to the conclusion that specific answers to four fundamental questions were a reasonable baseline expectation for every employee, regardless of level or function:
1. What specifically do you expect of me?
2. How will you define succes ...
Collaboration involves two or more people working together towards a common goal. While social collaboration platforms provide tools to facilitate collaboration, true collaboration is a human activity that depends on interpersonal skills and behaviors. To maximize the benefits of collaboration platforms, organizations must take a holistic approach that addresses personal development, organizational development, and use of collaboration technologies. A collaboration framework provides a roadmap to identify business benefits, align development interventions with platform deployment, and address common challenges through established best practices.
You Have All the Right Pieces, but Do You Have the Right Glue?James Fitzgerald
While most modern manufacturing companies have invested in performance management tools, they often fail to drive improvement in anticipated ways. Without a performance management methodology that glues the pieces together and creates a culture that truly drives business decision-making based on metrics, companies can’t realize the value of key performance indicators. Myrtle Consulting’s Management Operating Systems Deployment Methodology leads to better decisions and increased profitability be serving as the glue for performance management tools.
SumTotal Performance Management software supports SMART goal methodology, providing workers assistance in creating Specific, Measurable, Achievable, Realistic and Time?based performance goals which can then be evaluated in real time with managers.
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