Read seven success stories of businesses that
improved productivity, reduced
employment risks, and cut insurance and HR overhead outsourcing their human resource functions.
This document discusses various ethical issues that can arise in human resource management. It begins by defining ethics and describing characteristics of ethical behavior such as honesty, fairness, integrity and respect. It then examines specific areas where ethical dilemmas can occur, such as recruitment and selection, training, performance appraisal, compensation, and privacy. Common unethical practices are identified, like nepotism, discrimination, lack of transparency. The document emphasizes the need for ethics in HR and suggests measures to promote ethical conduct and address unethical practices, like establishing codes of conduct and increasing accountability. A case study on mass layoffs at an airline is also presented to illustrate some of these issues.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
Understanding workplace stress comes from knowing how the employee, management and employer roles compliment each other for recognizing, mitigating and preventing unnecessary stress at work.
This document provides an acknowledgement and overview of a project conducted at Bajaj Allianz Life Insurance Company. It thanks various individuals who provided guidance and support. It outlines the objectives of better understanding attrition causes to help with employee retention. It also aims to evaluate current retention measures and identify opportunities for improvement. The executive summary notes that a focus on retention is important given costs of replacement and impacts to productivity. It indicates the company is working to understand attrition causes to enhance management in that area and help with employee retention.
The document discusses the benefits of diversity and inclusion in the workplace, noting that companies with diverse leadership are 45% more likely to report market share growth and experience higher innovation, motivation, and performance. It defines diversity and inclusion, highlighting the importance of inclusion in leveraging different perspectives. The document also addresses unconscious biases that can impact organizations and provides strategies for promoting inclusion in leadership.
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
This document discusses employee attrition (turnover), which refers to employees leaving their jobs. It provides definitions of attrition and attrition rate. Some of the key reasons for attrition discussed include higher pay elsewhere, poor working conditions, lack of career advancement opportunities, and personal reasons. Specific to the insurance industry, the document notes attrition rates of 35-40% for agents due to the high-pressure nature of the work and difficulties sustaining business over time. Calculating accurate attrition rates can be challenging for organizations.
The document discusses a case study involving the Apollo Hospital which has experienced problems due to a lack of proper job analysis and descriptions for key roles like the storekeeper. It provides a sample job analysis, description and specification for a storekeeper position at the hospital to address the issues. The response also outlines how one would develop standard job descriptions and specifications, and which staff to collect information from.
This document discusses various ethical issues that can arise in human resource management. It begins by defining ethics and describing characteristics of ethical behavior such as honesty, fairness, integrity and respect. It then examines specific areas where ethical dilemmas can occur, such as recruitment and selection, training, performance appraisal, compensation, and privacy. Common unethical practices are identified, like nepotism, discrimination, lack of transparency. The document emphasizes the need for ethics in HR and suggests measures to promote ethical conduct and address unethical practices, like establishing codes of conduct and increasing accountability. A case study on mass layoffs at an airline is also presented to illustrate some of these issues.
This document discusses emerging trends and issues in human resource management. It begins by highlighting the importance of people to a nation's wealth and the constant change in HR. The future of HR is discussed, with predictions that HR outsourcing will standardize practices while talent remains the competitive advantage. Current issues affecting organizational HR in the future include the changing nature of corporations, the information age, diversity, and social responsibility. Emerging trends for HR managers include concepts like balance scorecards and six sigma. The document concludes by emphasizing the importance of staying aware of contemporary emerging HR issues for business success.
Understanding workplace stress comes from knowing how the employee, management and employer roles compliment each other for recognizing, mitigating and preventing unnecessary stress at work.
This document provides an acknowledgement and overview of a project conducted at Bajaj Allianz Life Insurance Company. It thanks various individuals who provided guidance and support. It outlines the objectives of better understanding attrition causes to help with employee retention. It also aims to evaluate current retention measures and identify opportunities for improvement. The executive summary notes that a focus on retention is important given costs of replacement and impacts to productivity. It indicates the company is working to understand attrition causes to enhance management in that area and help with employee retention.
The document discusses the benefits of diversity and inclusion in the workplace, noting that companies with diverse leadership are 45% more likely to report market share growth and experience higher innovation, motivation, and performance. It defines diversity and inclusion, highlighting the importance of inclusion in leveraging different perspectives. The document also addresses unconscious biases that can impact organizations and provides strategies for promoting inclusion in leadership.
The document discusses employee retention strategies and provides a case study of Baytech Plastics. Baytech Plastics was experiencing high employee turnover of around 35-40% due to centralized decision making that limited employee participation. Suggestions are provided to increase decentralization and participative decision making to improve employee engagement and retention. Key lessons from the case include that non-participative decision making can undermine employee commitment despite other benefits programs, and balancing centralization with decentralization is important for long term success.
This document discusses employee attrition (turnover), which refers to employees leaving their jobs. It provides definitions of attrition and attrition rate. Some of the key reasons for attrition discussed include higher pay elsewhere, poor working conditions, lack of career advancement opportunities, and personal reasons. Specific to the insurance industry, the document notes attrition rates of 35-40% for agents due to the high-pressure nature of the work and difficulties sustaining business over time. Calculating accurate attrition rates can be challenging for organizations.
The document discusses a case study involving the Apollo Hospital which has experienced problems due to a lack of proper job analysis and descriptions for key roles like the storekeeper. It provides a sample job analysis, description and specification for a storekeeper position at the hospital to address the issues. The response also outlines how one would develop standard job descriptions and specifications, and which staff to collect information from.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
The document discusses diversity in the workplace. It defines diversity as individual acceptance and respect of differences between people. Some elements of diversity are age, gender, ethnicity, race, sexual orientation, beliefs and more. Managing diversity aims to maximize its advantages and minimize disadvantages. A diverse workforce improves customer service, community relations, innovation and performance. Respecting individual differences creates a competitive advantage and increases productivity.
Hema Ravichandar is a successful Indian HR professional who had a 13-year career at Infosys, where she oversaw major growth in recruiting. She introduced innovative HR practices that helped Infosys recruit over 40,000 employees and establish itself as a top employer. Ravichandar now works as an independent consultant, advising global companies on change management and HR process reengineering. She has received several awards recognizing her contributions to the fields of HR and technology.
recruitment and performance appraisal at air india ltdPrateek Gahlot
This document provides an overview of a project report on recruitment and performance appraisal at Air India Ltd. It includes an executive summary, chapters on objectives and methodology, conceptual analysis, questionnaire and data analysis, findings and recommendations. The objectives are to study recruitment procedures, awareness and satisfaction levels of employees, rules regarding spouse appointment after an employee's death, and training needs at Air India. Primary and secondary data was collected through questionnaires and company documents to analyze recruitment, appraisal systems and identify areas for improvement.
Attrition is a challenge for organizations as employees leaving take away institutional knowledge and costs associated with replacing them are high. Common reasons for attrition include lack of competitive pay and benefits, insufficient work-life balance, lack of appreciation, and limited growth opportunities. For organizations, attrition leads to loss of productivity, replacing qualified employees is costly, and high turnover hurts company morale. Retaining valuable employees benefits both the organization and individual employees through maintaining institutional knowledge, minimizing costs associated with turnover, and supporting career growth.
This document discusses a study on stress management conducted at National Thermal Power Corporation Ltd in Ramagundam, India. It was submitted by K. Rekha Reddy in partial fulfillment of an MBA degree at Kakatiya University, under the guidance of Mr. E. Manohar. The study examines sources of stress both within the organization and for individuals, and consequences of stress. It provides definitions of stress and models for understanding stress and the stress response, including identifying potential stressors at the environmental, organizational, and individual level.
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
The document discusses attrition rates at HCL Technologies. It provides background on HCL, outlines some key causes of attrition like lack of career growth opportunities and ineffective leadership. Some key findings from an employee satisfaction survey at HCL are presented, showing that 27% of employees expressed dissatisfaction, which could lead to increased attrition rates. The top two contributors to dissatisfaction were issues with career development and lack of proper recognition and rewards.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
Building a Great Organizational CultureTammy Dewar
This document discusses how to build a great organizational culture through aligning personal and corporate values. It emphasizes that strong, adaptive cultures based on shared values outperform other companies. The document provides models and strategies for identifying an organization's current culture values, desired culture values, and personal employee values. It suggests that cultural alignment builds employee loyalty and engagement by making people feel comfortable and recognized within an organization that shares their values.
This presentation facilitates you to Learn about basics in leadership in sinhala. This will be suitable for those who begin their HR education and getting ready for any presentations in Leadership.
The document discusses workplace flexibility and its benefits for both employees and employers. It defines flexibility as changes made to when, where, and how employees work. Implementing flexibility effectively can create benefits like increased productivity, satisfaction, and staff retention. Both employees and employers need flexibility - it improves work-life balance and health for employees while helping attract and retain valuable talent for employers. However, flexibility may not be suitable for all jobs or people.
Employee engagement is defined as an employee who is fully absorbed in and enthusiastic about their work. There are three aspects that influence engagement: individual psychology, employer environment, and employee interactions. Engagement can be measured and improved through communication, rewards, culture building, team building, and leadership development activities. Highly engaged employees benefit organizations through increased satisfaction, productivity, retention, innovation, and profitability, while also benefiting employees through safety, health, happiness, and work-life balance. Crafting HR practices to increase engagement can help organizations achieve their goals.
This document provides an overview of cross-cultural management. It begins with definitions of key terms like organization, culture, cross-cultural management, and globalization. It then discusses the importance of cross-cultural management in multinational companies. The document outlines organizational culture, leadership across cultures, and international human resource management. It also examines cross-cultural skills and cultural synergy. Case studies are presented to illustrate challenges and successes in cross-cultural interactions between organizations.
project report on hr operations and talent managementpriyamvada14
The document discusses the company profile of KidZania Delhi NCR, an indoor theme park that allows children to role play adult jobs. It outlines KidZania's locations, mission, values and the concept of allowing kids to work in simulated jobs. It also provides details about KidZania's economy, HR team structure and functions, and recruitment and talent management processes.
The document discusses predicting employee attrition at a company. It begins with defining attrition and why companies should care about it due to replacement costs. The objectives are outlined as predicting drivers of attrition, potential attrition cases, and identifying weak areas to improve satisfaction and retention. Data on employees is described including demographics, job factors, and a target variable of attrition. Models are analyzed and decision trees show significant predictors as overtime, stock options, income, marital status, and work-life balance. Visualizations further illustrate relationships between these predictors and attrition rates.
This document discusses work-life balance and solutions for achieving it. It begins by defining work-life balance and noting that over 60% of respondents feel unable to balance their personal and professional lives. Competition, career ambitions, and long work hours are cited as reasons for the imbalance. The document then outlines HR solutions like flexible work schedules, family-oriented activities, and leave policies. It discusses benefits like increased productivity, commitment, and reduced stress for both organizations and individuals. Finally, it emphasizes finding the right balance through setting boundaries and priorities.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
1. HR outsourcing, through a professional employer organization (PEO), can provide considerable cost savings and productivity gains by taking over HR tasks like benefits administration, payroll processing, and compliance.
2. A PEO acts as a co-employer by contractually sharing employer responsibilities with the client company. This allows the client to focus on its core business while the PEO handles employee-related functions.
3. Insperity is an HR outsourcing provider that has over 25 years of experience offering comprehensive HR and performance solutions to help businesses grow and become more profitable.
The document summarizes key points from the Pune Chapter Annual Conference 2008. It discusses that innovation, especially business model innovation, is critical for achieving strategic objectives. Business model innovation has the greatest impact on growth but is also hard to execute due to organizational resistance. It also notes that India is an important battleground and that while satisfaction with vendors has decreased, the future outlook remains positive. Summit HR is highlighted as a leading HR outsourcing company focused on talent supply chain management.
This document discusses organization transformation. Organization transformation refers to activities like reengineering, redesigning, and redefining business systems. It can occur in response to or in anticipation of major changes in the environment or technology. There are three main types of interventions for organization transformation: culture change, self-designing organizations, and organization learning with knowledge management. Transformational change is characterized as being systemic, revolutionary, demanding a new organizing paradigm, and requiring continuous learning. It is driven by senior executives and management and occurs in response to disruptions.
The document discusses diversity in the workplace. It defines diversity as individual acceptance and respect of differences between people. Some elements of diversity are age, gender, ethnicity, race, sexual orientation, beliefs and more. Managing diversity aims to maximize its advantages and minimize disadvantages. A diverse workforce improves customer service, community relations, innovation and performance. Respecting individual differences creates a competitive advantage and increases productivity.
Hema Ravichandar is a successful Indian HR professional who had a 13-year career at Infosys, where she oversaw major growth in recruiting. She introduced innovative HR practices that helped Infosys recruit over 40,000 employees and establish itself as a top employer. Ravichandar now works as an independent consultant, advising global companies on change management and HR process reengineering. She has received several awards recognizing her contributions to the fields of HR and technology.
recruitment and performance appraisal at air india ltdPrateek Gahlot
This document provides an overview of a project report on recruitment and performance appraisal at Air India Ltd. It includes an executive summary, chapters on objectives and methodology, conceptual analysis, questionnaire and data analysis, findings and recommendations. The objectives are to study recruitment procedures, awareness and satisfaction levels of employees, rules regarding spouse appointment after an employee's death, and training needs at Air India. Primary and secondary data was collected through questionnaires and company documents to analyze recruitment, appraisal systems and identify areas for improvement.
Attrition is a challenge for organizations as employees leaving take away institutional knowledge and costs associated with replacing them are high. Common reasons for attrition include lack of competitive pay and benefits, insufficient work-life balance, lack of appreciation, and limited growth opportunities. For organizations, attrition leads to loss of productivity, replacing qualified employees is costly, and high turnover hurts company morale. Retaining valuable employees benefits both the organization and individual employees through maintaining institutional knowledge, minimizing costs associated with turnover, and supporting career growth.
This document discusses a study on stress management conducted at National Thermal Power Corporation Ltd in Ramagundam, India. It was submitted by K. Rekha Reddy in partial fulfillment of an MBA degree at Kakatiya University, under the guidance of Mr. E. Manohar. The study examines sources of stress both within the organization and for individuals, and consequences of stress. It provides definitions of stress and models for understanding stress and the stress response, including identifying potential stressors at the environmental, organizational, and individual level.
This presentation seeks to understand all possible factors behind Employee Attrition in the Philippine Corporate setting with challenges to HR departments to be innovative in addressing this problem.
The document discusses attrition rates at HCL Technologies. It provides background on HCL, outlines some key causes of attrition like lack of career growth opportunities and ineffective leadership. Some key findings from an employee satisfaction survey at HCL are presented, showing that 27% of employees expressed dissatisfaction, which could lead to increased attrition rates. The top two contributors to dissatisfaction were issues with career development and lack of proper recognition and rewards.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
Employee retention involves keeping employees within an organization for as long as possible or until projects are complete. Common reasons for employee turnover include jobs not meeting expectations, overwork stress, lack of growth opportunities, insufficient appreciation, lack of trust and support, and compensation issues. Organizations can improve retention by hiring the right people, empowering and supporting employees, providing feedback, appreciation, and a healthy work environment to boost morale. Failure to retain employees results in costs like losing company knowledge, interrupting customer service, and damaging company goodwill and efficiency. Effective retention strategies aim to increase employee satisfaction.
A workplace culture is composed of the values, beliefs, attitudes, and behaviors that employees share and use on a daily basis in their work. Everyone has a role to play in creating a positive workplace culture. At this program, you’ll learn concrete strategies for making the work environment more enjoyable, so that you can:
Stay engaged and motivated even for tasks that are boring or unpleasant
Feel a sense of optimism and confidence even around people who can be toxic or negative
Become part of the solution in creating a better Williams for everyone.
Building a Great Organizational CultureTammy Dewar
This document discusses how to build a great organizational culture through aligning personal and corporate values. It emphasizes that strong, adaptive cultures based on shared values outperform other companies. The document provides models and strategies for identifying an organization's current culture values, desired culture values, and personal employee values. It suggests that cultural alignment builds employee loyalty and engagement by making people feel comfortable and recognized within an organization that shares their values.
This presentation facilitates you to Learn about basics in leadership in sinhala. This will be suitable for those who begin their HR education and getting ready for any presentations in Leadership.
The document discusses workplace flexibility and its benefits for both employees and employers. It defines flexibility as changes made to when, where, and how employees work. Implementing flexibility effectively can create benefits like increased productivity, satisfaction, and staff retention. Both employees and employers need flexibility - it improves work-life balance and health for employees while helping attract and retain valuable talent for employers. However, flexibility may not be suitable for all jobs or people.
Employee engagement is defined as an employee who is fully absorbed in and enthusiastic about their work. There are three aspects that influence engagement: individual psychology, employer environment, and employee interactions. Engagement can be measured and improved through communication, rewards, culture building, team building, and leadership development activities. Highly engaged employees benefit organizations through increased satisfaction, productivity, retention, innovation, and profitability, while also benefiting employees through safety, health, happiness, and work-life balance. Crafting HR practices to increase engagement can help organizations achieve their goals.
This document provides an overview of cross-cultural management. It begins with definitions of key terms like organization, culture, cross-cultural management, and globalization. It then discusses the importance of cross-cultural management in multinational companies. The document outlines organizational culture, leadership across cultures, and international human resource management. It also examines cross-cultural skills and cultural synergy. Case studies are presented to illustrate challenges and successes in cross-cultural interactions between organizations.
project report on hr operations and talent managementpriyamvada14
The document discusses the company profile of KidZania Delhi NCR, an indoor theme park that allows children to role play adult jobs. It outlines KidZania's locations, mission, values and the concept of allowing kids to work in simulated jobs. It also provides details about KidZania's economy, HR team structure and functions, and recruitment and talent management processes.
The document discusses predicting employee attrition at a company. It begins with defining attrition and why companies should care about it due to replacement costs. The objectives are outlined as predicting drivers of attrition, potential attrition cases, and identifying weak areas to improve satisfaction and retention. Data on employees is described including demographics, job factors, and a target variable of attrition. Models are analyzed and decision trees show significant predictors as overtime, stock options, income, marital status, and work-life balance. Visualizations further illustrate relationships between these predictors and attrition rates.
This document discusses work-life balance and solutions for achieving it. It begins by defining work-life balance and noting that over 60% of respondents feel unable to balance their personal and professional lives. Competition, career ambitions, and long work hours are cited as reasons for the imbalance. The document then outlines HR solutions like flexible work schedules, family-oriented activities, and leave policies. It discusses benefits like increased productivity, commitment, and reduced stress for both organizations and individuals. Finally, it emphasizes finding the right balance through setting boundaries and priorities.
This document outlines six findings for creating the best workplace: 1) Let people be themselves by accommodating individual differences, 2) Unleash the flow of information through transparency and radical honesty, 3) Magnify people's strengths through training and development, 4) Stand for shareholder value by connecting work to meaningful values, 5) Show how daily work makes sense by helping employees find purpose, and 6) Have rules that people can believe in rather than unrealistic rules. The goal is to discover the ideal organization where individual differences are nurtured, information flows freely, employees' strengths are developed, work is intrinsically rewarding, and rules are sensible.
1. HR outsourcing, through a professional employer organization (PEO), can provide considerable cost savings and productivity gains by taking over HR tasks like benefits administration, payroll processing, and compliance.
2. A PEO acts as a co-employer by contractually sharing employer responsibilities with the client company. This allows the client to focus on its core business while the PEO handles employee-related functions.
3. Insperity is an HR outsourcing provider that has over 25 years of experience offering comprehensive HR and performance solutions to help businesses grow and become more profitable.
The document summarizes key points from the Pune Chapter Annual Conference 2008. It discusses that innovation, especially business model innovation, is critical for achieving strategic objectives. Business model innovation has the greatest impact on growth but is also hard to execute due to organizational resistance. It also notes that India is an important battleground and that while satisfaction with vendors has decreased, the future outlook remains positive. Summit HR is highlighted as a leading HR outsourcing company focused on talent supply chain management.
This document discusses how outsourcing human resources functions can benefit companies. It outlines the transactional and strategic roles of HR, why companies outsource (to save money, focus on strategy, improve compliance/accuracy, gain technology), and the most commonly outsourced functions. It then describes two common outsourcing options - Professional Employer Organizations (PEOs) that manage all HR components, and HR consultants that assist with projects. It advises conducting a needs analysis and evaluating current processes/resources to determine the best option for each organization. Outsourcing HR can offer cost savings, expertise, efficiency, strategic support, and technology benefits.
This document discusses considering HR outsourcing as an option for organizations. It provides reasons to outsource such as reducing costs and administrative burdens. Outsourcing can provide access to expertise and technologies not available internally. The document discusses assessing an organization's needs and objectives to determine if outsourcing is suitable and ensuring transparency and collaboration between the organization and outsourcing provider. Measuring results is important to determine if outsourcing provides value.
Outsourcing is when a firm contracts an independent contractor to perform certain tasks or activities. Common outsourced activities include IT, HR, manufacturing, and R&D. HR outsourcing involves an outside party performing some or all HR functions. While outsourcing can reduce costs and preserve culture, it can also result in loss of control and institutional knowledge. Managers generally outsource interactions and information gathering but not decision making. The type of outsourcing relationship depends on factors like asset specificity and uncertainty. HR outsourcing commonly includes payroll, benefits, workforce administration, and talent services like recruiting and training. Trust, confidentiality, commitment and flexibility are important factors in outsourcing relationships.
457. hr outsourcing & its challenges[mimt]keshav10
The document appears to be a dissertation on HR outsourcing in India. It includes an introduction that defines HR outsourcing and discusses its various forms. It then discusses the benefits of HR outsourcing such as cost savings, ability to focus on core competencies, access to expertise, and compliance. The literature review section further explores the types of outsourcing like BPO, KPO, and ITO. It discusses the functions commonly outsourced and provides an overview of the Indian economy relevant to the HR outsourcing industry.
This webinar will provide an in-depth look at the benefits of outsourcing HR to a Professional Employer Organization (PEO). John W. Allen, President and COO of G&A Partners, will discuss how small and mid-size businesses can take advantage of outsourcing their human resources and administrative functions. He will also answer some common questions in regards to PEOs and their services.
This webinar will explore:
What kinds of companies are outsourcing their HR?
What types of organizations should be outsourcing their HR?
Why are they outsourcing?
What HR or administrative functions are they outsourcing?
How & when are they outsourcing?
To whom are they outsourcing?
The webinar will conclude with a Q&A session between John W. Allen and webinar participants.
This webinar was posted on October 20, 2011 and presented by President and COO John W.Allen.
This document provides an overview of HR outsourcing, including definitions, key trends, factors to consider, and best practices. It discusses how HR is changing and criteria for determining core vs. non-core HR processes. The document also outlines a three-phase outsourcing process, from preparation to implementation, and areas to consider when evaluating outsourcing, such as benefits, risks, flexibility and cost. Metrics, cost-benefit analysis, selecting providers, and common traps are also addressed to help organizations determine if and how to outsource their HR functions.
This document discusses HRD challenges and HR outsourcing. It begins by defining HRD and its subsystems like performance appraisal and career planning. It then discusses challenges for HRD like skills gaps and changing demographics. It defines outsourcing and HR outsourcing, explaining that outsourcing tasks can allow HR to focus on core competencies and reduce costs. Finally, it discusses considerations for strategic HR outsourcing and managing the impacts on employees.
Training presentation on How to use BHIM SBI Pay UPI, SBI Buddy/Paytm wallet ...Gaurav Кumar
The document provides step-by-step instructions for setting up and using digital payment wallets like SBI Buddy Wallet and Paytm Wallet on a mobile phone. It demonstrates how to download the apps, add money from a debit card, send and receive payments, pay bills, and view transaction history. The purpose is to educate people about making secure, cashless digital payments using their mobile devices.
The document discusses HR outsourcing, including what functions are most suitable for outsourcing and the risks and challenges involved. It notes that about 1/3 of HR functions are being automated, 1/3 outsourced to focus on more strategic activities, and 1/3 are moving back to the business lines. Transactional and repetitive tasks like recruitment, training administration, and payroll are good candidates for outsourcing. However, strategic decision making should be kept in-house. Effective outsourcing requires careful planning, cost analysis, contract management and attention to potential impacts on employees.
The document discusses the role of HR in making outsourcing successful. It notes that outsourcing involves transferring internal business processes to an external provider. HR can provide input on developing an outsourcing vision and strategy, implementing outsourcing plans, and executing the outsourcing process. Key aspects for HR include communication, managing employee emotions during change, monitoring performance, and developing a collaborative relationship between the organization and outsourcing partners. Successful outsourcing requires a people-focused approach and treating it as a long-term business partnership rather than just a cost-cutting measure.
E-wallets in India allow users to make electronic transactions via smartphones and computers. PayTM is a major e-wallet provider in India, launched in 2010, that follows an inventory-led model where it holds payments for up to a week before releasing funds to sellers. While some e-wallets like SBI Buddy and ICICI Pockets follow a marketplace model without inventory as they are owned by service providers. PayTM also diversified into e-commerce and is obtaining a banking license to reduce fees.
Outsourcing has become a major global trend in the last decade as businesses of all sizes look for opportunities to reduce costs and improve operational performance by using cost effective labor and resources in whatever part of the World they are located. The expanding reach of the Internet and growth of online collaboration tools mean that outsourcing is easier and more effective than ever before.
HR outsourcing involves contracting specialized third party providers to handle certain HR activities like recruitment, benefits management, and training. This allows companies to focus on core business goals while gaining expertise, flexibility, risk-sharing, and potential cost savings. However, outsourcing impacts in-house HR professionals and employees. It also carries risks if provider quality declines or switching costs rise. Therefore businesses should outsource carefully and keep some strategic HR functions like planning and appraisal in-house.
The document discusses outsourcing HR functions to a consultant. It notes that companies often outsource HR when starting out small or when they reach a size where professional input is needed to make the department more cost effective. Outsourcing HR services can provide cost savings, standardized processes, and efficient service. Common functions outsourced include recruitment, policy making, strategy planning, and more. The consultant, ICE, provides these outsourced HR services so clients can focus on their core business while enjoying the benefits of professional HR support.
The document discusses the history and trends of outsourcing human resource functions such as payroll, benefits administration, and recruiting to third party vendors. It examines the rationale for HR outsourcing including cost reduction and access to expertise, and also reviews frameworks for determining which HR functions to outsource. Several case studies of companies that have outsourced HR functions are presented along with both the benefits and disadvantages of such arrangements.
Beyond best practice: enhancing results with bespoke HRETS plc
HR professionals can enhance results by developing "bespoke HR" practices tailored to their unique organization rather than solely following industry "best practices". Bespoke HR involves shaping practices and technologies to best fit the organization's culture, needs, and goals. This allows HR to develop competitive advantages through new, differentiated solutions. While best practices provide a starting point, blindly following them can hinder growth by ignoring an organization's specific context. Bespoke HR leads to more successful initiatives by designing practices that truly meet the business's aims.
The document discusses the key role of human resources (HR) in organizations. It argues that HR is the "heartbeat" and "pacemaker" of any organization, managing human talent and keeping business processes rhythmic. HR is seen as a strategic partner rather than just an administrative function. The document emphasizes aligning HR processes like talent management to build an effective workforce and stay competitive in a changing business environment. It also discusses the importance of employee health, wellness programs, and matching talents to jobs for organizational success.
White paper options for handling your hr function[1]ReadWrite
This document compares three options for handling an organization's HR function: doing it in-house, using multiple vendors, or outsourcing to a single vendor HR outsourcing provider. Doing it in-house allows full control but lacks time and expertise, while multiple vendors saves some administration time but leads to complex management of relationships and costs over time. Outsourcing to a single vendor HR provider like a PEO allows focus on core business, improved efficiencies, and strategic HR services beyond what an in-house team could provide.
This document compares three options for handling an HR function: doing it in-house, using multiple vendors, or outsourcing to a single vendor HR company. Doing it in-house takes significant time but keeps costs low, while multiple vendors saves some time but leads to higher long term costs and lack of integration. Outsourcing to a single vendor HR company like a PEO provides experts to manage HR, reduces liability, and ensures lower long term costs through negotiated benefits and expertise, but the right partner must be selected.
This document discusses the financial opportunities of outsourcing human resources functions to a Professional Employer Organization (PEO). Key points include:
- Outsourcing HR to a PEO can save businesses significant time by consolidating transactional HR tasks and responsibilities with a single provider. Surveys found businesses saved an average of 23-48 hours per week depending on company size.
- This time savings provides opportunities to reduce operating costs by eliminating HR staff, or to generate additional revenue by redeploying staff to core business activities. One example found potential bottom line savings of $60,372 and top line gains of $112,320 annually for a company outsourcing to a PEO.
- PEO
This document discusses trends in human resource management (HRM), including outsourcing certain HR functions to reduce costs and focus internal resources on more strategic activities. It also addresses managing a diverse workforce, promoting employee wellness through programs like EAPs and EWPs, and developing talent strategies to attract and retain top performers in a competitive environment. Effective diversity management and a focus on total employee well-being are highlighted as important for organizational success.
Innovative Employee Solutions
9665 Granite Ridge Drive, #420
San Diego, CA 92123
(858) 715-5100
http://www.innovativeemployeesolutions.com/
Innovative Employee Solutions specializes in payrolling and outsourced HR administrative services as the employer of record for various industries including technology, engineering, medical, insurance, clerical, research companies and many more.
The document discusses what a Professional Employer Organization (PEO) is and the benefits they provide. PEOs take over human resource responsibilities for small to medium businesses, such as payroll, benefits, and compliance. This allows business owners to focus on their core business instead of HR tasks. PEOs provide standardized, systematic HR processes and access to competitive benefits packages. Through a co-employment model, PEOs and their clients share employer responsibilities, with the PEO handling administrative functions. This arrangement benefits businesses by reducing costs and risks associated with HR.
In the past, in-house human resources professionals and Professional Employer Organizations (PEOs) have had a rocky relationship. The main cause of this rift has been the belief that PEOs are out to replace in-house HR. G&A Partners, a Texas-based PEO, takes a closer look at this long-held - but completely false - myth, and explains why HR professionals should embrace, not fear, the services that Professional Employer Organizations offer.
Human resource management plays a critical role in the business progress as it handles the essential resources of the company. We can argue that a set of universally applicable HR processes leads to improved business performance.
This document discusses redesigning the HR department by transforming it from a transactional role into a strategic business partner. It describes the evolution of HR from basic personnel services to specialized expertise and a strategic role. The business partner model is discussed as a common organizational design, with HR staff aligned closely to business lines. This model includes a customer-facing front end of business partners, a back end of specialist groups, and an operational service center. Challenges of this model include tensions around who owns clients and assembling project teams while still delivering transactional work and organizational development services.
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
White Paper Options For Handling Your HR Functionewayton
This document compares three options for handling an organization's HR function: doing it in-house, using multiple vendors, or outsourcing to a single vendor HR outsourcing provider. Doing HR in-house takes significant time away from core business activities but keeps costs low. Using multiple vendors shifts some tasks to experts but requires managing many relationships. Outsourcing to a single vendor HR provider through a PEO simplifies administration, improves efficiencies, and allows a focus on core competencies, while the provider handles back-office functions and strategic HR services.
The document discusses the top challenges for human resource management as revealed by a survey conducted by PricewaterhouseCoopers. The top 10 challenges according to the survey are: change management, leadership development, HR effectiveness measurement, organizational effectiveness, compensation, staffing and recruitment of skilled labor, succession planning, learning and development, diversity in the workplace, and compliance with changing laws and regulations. The document then provides more details on some of the challenges such as change management, leadership development, HR effectiveness measurement, recruitment of skilled candidates, and retaining talented employees.
This document provides an introduction to human resource management (HRM). It defines HRM as the management of people within an organization, focusing on acquiring, training, evaluating, and compensating employees. The document discusses how HRM helps organizations through strategic employee management to increase productivity, quality, and service. It also outlines key HRM functions like job analysis, recruitment and hiring, training and development, performance management, compensation and benefits, employee relations, and health and safety. Overall, the document establishes that effective HRM is important for organizational success through developing and maintaining a skilled and motivated workforce.
Human resource audits provide organizations with important insights into their HR functions and processes. The presented document discusses human resource audits and information systems. It defines HR audits and outlines their objectives, benefits, and common approaches. Compliance, best practices, strategic, and function-specific audits are described. Key sections of an HR audit are listed, including recruitment, performance management, and compensation. The role of human resource information systems and software in tracking employee data and supporting decision-making is also summarized. Common HRIS products and the services provided by HR consultancies are briefly mentioned.
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This document is a project report submitted for a Master's degree in Business Administration. It discusses employee retention in the private sector. The introduction provides background on human resource management and employee retention. Retaining key employees is critical for an organization's long-term success. Effective retention strategies consider compensation, work environment, opportunities for growth, relationships, and support. High employee turnover can be very costly for companies.
Small Business Efficiency Act: Good News for PEOs & Small EmployersCPEhr
On December 19, 2014, the Tax Increase Prevention Act of 2014 was signed into law. This included the enactment of the Small Business Efficiency Act (SBEA), which amended the Internal Revenue Code to establish a certification program for Professional Employer Organizations (PEOs).This certification program, once up and running, should eliminate concerns businesses may have about partnering with a PEO.
There were major forces at work this past year that have made the labor and employment landscape in 2015 more dynamic and unpredictable than in recent years. A volatile political climate, still-sluggish economy, historic swing in the mid-term elections and aggressive federal initiatives have left many employers wondering what 2015 holds in store. In this report, we cover some of the hottest employment and health care trends, plus new payroll, tax and benefits information.
Recordkeeping plays an essential role in the management of any company. An extensive range of information about employees must be preserved for numerous reasons. This includes the ability to facilitate the efficient and effective management of human resources, to defend employment decisions when the need arises, and to comply with numerous federal and state laws. The following is a detailed analysis of the various record categories requiring preservation.
Infographic: HR Outsourcing Services Made SimpleCPEhr
The concept of how outsourcing human resources works is often confusing. This infographic represents the myriad of services that comprise HR outsourcing in a simple to understand format.
Preparing for the Future: How Professional Employer Outsourcing Will Help Sma...CPEhr
In recent years, Human Resources Outsourcing has grown from merely an interesting idea, to a way of doing business. Despite the current economic woes, HR Outsourcing continues to grow as employers look to consolidate vendors, cut costs and improve efficiencies. When considering whether or not to outsource human resources, employers should review all aspects of their employee administration, compliance and strategic needs to determine which elements should be outsourced, and which can be maintained in-house. Some employers may be only looking to outsource a specific function or process, such as payroll administration, recruitment or benefits administration, while others may find it more productive to outsource the entire spectrum of their human resources function. For those looking for the broadest and most comprehensive solution possible, Professional Employer Outsourcing (PEO) is the answer.
Dozens of new California labor laws and Human Resources-related bills were passed, to go into effect on January 1, 2013. Many other changes affecting employers nationwide go into effect on 1/1, such as payroll tax limits, workers’ compensation insurance, federal employment regulations, and most significantly, the Patient Protection and Affordable Care Act, otherwise known as Health Care Reform. This 2013 California HR Updates report covers them all.
The document discusses performance appraisals, including why they are conducted, how to prepare for them, how to measure and evaluate employee performance, how to conduct the actual performance review meeting, and common mistakes to avoid. Key points covered include setting clear goals, using objective facts, providing feedback to help employees improve, and maintaining honest and accurate evaluations.
Implementing an Effective Ergonomic Safety ProgramCPEhr
Musculoskeletal Disorders (MSD), such as carpal tunnel syndrome, can be disabling, painful and costly. Incorporating appropriate ergonomics practices in the workplace can help to reduce the likelihood of these disorders from occurring and can greatly improve employee wellbeing and productivity.
What exactly is ergonomics and how can an ergonomically sound workstation be instituted? We address these questions in this report.
Small business medical insurance costs continue to rise a midst the uncertainty of future reforms and regulations. This white paper reviews 2012 health care trends and 3 strategies to mitigate the rising costs of health insurance.
Reclaim Your Business: HR Outsourcing in 2012CPEhr
Reclaim Your Business:
How Human Resources Outsourcing Will
Enable Companies to Rebuild in 2012. After years of recession, stagnant economic growth, high unemployment
and continuing uncertainty fueled by a partisan Washington, most small
and mid‐sized employers are looking towards the future with reserved
optimism. However, while many economic factors remain in flux,
employers are able to take control of their business in 2012. Many are
proactively investigating how Human Resources (HR) Outsourcing can
assist them in trimming excess operating costs, reducing insurance
premiums and HR overhead, and improving employee productivity.
Seven new 2012 California employment laws are highlighted that directly impact employers in the state. The laws crack down on worker misclassification, expand protections for gender identity and expression, require additional details in pay notices, limit the use of credit reports in hiring decisions, prevent interference with family medical leave, forbid discrimination of domestic partners in health insurance, and expand pregnancy disability leave benefits. Employers are advised to familiarize themselves with the new laws or contact CPEhr for assistance with compliance.
This document discusses several key employment law and tax updates for California employers in 2012, including new laws addressing worker misclassification, discrimination, leave policies, and health insurance coverage. It also provides information on rising workers' compensation insurance costs and strategies for mitigating them. Additionally, it includes tax and benefit limits for 2012 at both the federal and California level as well as information on the IRS voluntary worker reclassification program and complimentary training webinars offered by CPEhr.
The document summarizes several new employment laws and regulations going into effect in 2011, including expanded Americans with Disabilities Act regulations, new heat illness regulations in California, and new organ donation leave requirements in California. It also provides an overview of provisions of the new health care reform law that took effect in 2010 and what can be expected in 2011-2012, including dependent coverage for adult children up to age 26 and elimination of lifetime coverage limits.
Thousands of employers are turning to human resources outsourcing firms and Professional Employer Organizations (PEOs) as a way to cut employment costs, reduce HR risks and improve efficiencies. This is according to a new white paper entitled “Preparing for the Rebound: How Human Resources Outsourcing Can Help Business Through Uncertain Economic Times.”
Why is this So? ~ Do Seek to KNOW (English & Chinese).pptxOH TEIK BIN
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The Book of Ruth is included in the third division, or the Writings, of the Hebrew Bible. In most Christian canons it is treated as one of the historical books and placed between Judges and 1 Samuel.
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The Enchantment and Shadows_ Unveiling the Mysteries of Magic and Black Magic...Phoenix O
This manual will guide you through basic skills and tasks to help you get started with various aspects of Magic. Each section is designed to be easy to follow, with step-by-step instructions.
A Free eBook ~ Valuable LIFE Lessons to Learn ( 5 Sets of Presentations)...OH TEIK BIN
A free eBook comprising 5 sets of PowerPoint presentations of meaningful stories /Inspirational pieces that teach important Dhamma/Life lessons. For reflection and practice to develop the mind to grow in love, compassion and wisdom. The texts are in English and Chinese.
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A375 Example Taste the taste of the Lord, the taste of the Lord The taste of...franktsao4
It seems that current missionary work requires spending a lot of money, preparing a lot of materials, and traveling to far away places, so that it feels like missionary work. But what was the result they brought back? It's just a lot of photos of activities, fun eating, drinking and some playing games. And then we have to do the same thing next year, never ending. The church once mentioned that a certain missionary would go to the field where she used to work before the end of his life. It seemed that if she had not gone, no one would be willing to go. The reason why these missionary work is so difficult is that no one obeys God’s words, and the Bible is not the main content during missionary work, because in the eyes of those who do not obey God’s words, the Bible is just words and cannot be connected with life, so Reading out God's words is boring because it doesn't have any life experience, so it cannot be connected with human life. I will give a few examples in the hope that this situation can be changed. A375
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1. Human Resources Outsourcing:
7 Success Stories of Businesses that
Improved Productivity, Reduced
Employment Risks, and Cut Overhead
by Outsourcing Their HR Functions.
2. Overview
“A key to business As the economy continues to improve and stabilize, employers have begun
refocusing their efforts on growth and profitability. Many have begun
success in today’s
hiring new staff as evidenced by the slowly dipping national unemployment
environment will be rate. Others are using the time to restructure and regroup, turning to
activities that have been neglected during the previous three years.
concentrating on
Developing new products, capitalizing on burgeoning sales opportunities,
improving the human or investigating new financial and banking relationships are just a few of
the actions employers are taking to gain traction in the strengthening
resources systems
economy.
within the
In almost every organization, it is the employees that drive their success.
organization:
From growth and product development, to customer service and quality
developing and assurance, it is the people who will ultimately have the greatest impact on
the company’s future profitability and stability. A key to business success in
motivating their
today’s environment will be concentrating on improving the human
employees, protecting resources systems within the organization: developing and motivating their
employees, protecting their companies against employment lawsuits, and
their companies
researching more efficient and cost effective HR systems.
against employment
lawsuits, and The obstacles faced by most businesses are the limitation of time,
resources, and manpower to effectively improve their HR infrastructure.
researching more The level of expertise and know-how required to impact the HR systems is
efficient and cost usually beyond their means. More often than not, these critical areas are
left by the wayside as other tasks dominate management’s time and
effective HR systems.” energy.
The Outsourcing Solution
A solution that has been growing in popularity over the past decade has
been to bypass the conflict completely, by outsourcing the complex, time
consuming, or unproductive tasks relating to employee administration. The
Human Resources Outsourcing industry has continued to grow in recent
years, despite the global recession.
Human Resources Outsourcing can take on many appearances, from
complete end-to-end processes, to specific, discreet functions. But in the
1
3. HR Outsourcing: end, they all share the same principle: by entrusting non-core, non-revenue
generating tasks to an outside expert or firm, the business can comfortably
By entrusting non-core, focus on other critical areas, assured their human resources systems will be
managed professionally and efficiently.
non-revenue
generating tasks to an The HRO firm employs teams of experts in a wide range of disciplines. It
functions as the business’s off-site HR department, handling all
outside expert or firm,
employment related tasks in a more timely and cost-effective manner.
the business can Furthermore, the HRO firm can offer their clients economies-of-scale,
comfortably focus on providing more robust benefit plans, HRIS platforms, more cost effective
insurance products, and a wide range of advice and support, typically found
other critical areas, in larger corporations.
assured their human
Human Resources Outsourcing services can include any, or all, of the
resources systems will following services:
be managed
• Labor law compliance
professionally and • Employment administration
efficiently. • Forms and documentation
• Management and employee training
• Payroll and tax services
• Workers’ Compensation Insurance
• Safety consulting
• Employee benefit packages
• Retirement Planning
• Recruiting.
Read first-hand the stories of seven organizations that achieved business
success, each in their own way, through Human Resources Outsourcing.
2
4. Success Story #1 Medical Practice Mitigates Its Employment Risks
Prestigious
Company Background
This medical practice was founded in 1980 with the mission to provide
the highest quality health care combined with clinical research and
education. It is currently one of the few cardiovascular practices in the
country that balances private practice with academic medicine, and
runs one of the world’s largest cardiac transplant programs. They
currently employ over 30 employees, but are expecting to significantly
grow their employee base in the coming months.
It was obvious to the Executive Director of this prestigious medical
practice that his time would be best spent on providing superior patient
care and conducting scientific research. Managing employee issues
should have been the last thing on his mind. Unfortunately, it wasn’t.
Business Challenges
As the practice grew in size and prestige, the Director recognized the
critical role Human Resources played in his practice. “We do not have a
dedicated HR staff,” he explains, “But I understand that human
resources can’t be put on the back burner. HR is still a critical part of
our practice.”
With the lack of sufficient internal HR resources they struggled to
standardize employee practices and stay abreast of changing
employment regulations. While the Director and his Office Manager
continued to personally handle the employee relations, an incident
pushed them to consider outsourcing their human resources to a
professional firm.
An argument ensued between two front office staff, and the altercation
ended with one employee threatening to physically harm the other.
The event was witnessed and the employee was let go. A short time
later she sued the practice for race discrimination. Even though, at the
time, the Director was sure he was doing the right thing, he ended up in
an 8 month lawsuit with the EEOC that cost him hundreds of hours of
3
5. time and distracted him considerably from running the practice. While
he ultimately won the case, he realized it was time to work with human
resource professionals. He needed a firm who would help him structure
an HR system to prevent this from recurring, and to take over the
administration of a lawsuit if one ever occurred again in the future.
“As our firm continues to grow and we open new offices, managing the
staff in multiple worksites is only going to become more complicated,”
he says. He invited CPEhr to present their outsourcing HR solution, and
quickly engaged their services.
“I have run the office HR Solutions
for more than a Upon entering the HR Outsourcing relationship with the practice, a
decade,” says the Human Resources Specialist immediately began to review their policies
and employee documentation. Many gaps in employment protocol
Director, “But knowing were identified. Arrays of new employment forms were created,
CPEhr is here to guide compliant procedures were implemented and new guidelines were put
into practice. The Director and Office Manager received training on
me through all proper employee review and termination procedures, and their
employee matter designated HR Specialist was invited to attend exit interviews and assist
in the termination process.
offers tremendous
peace of mind. Now, “I have run the office for more than a decade,” says the Director, “But
knowing CPEhr is here to guide me through all employee matter offers
instead of being tremendous peace of mind. Now, instead of being distracted by minor
distracted by minor personnel issues, I can focus on the practice. They have truly become
our partner.”
personnel issues, I can
focus on the practice. The most critical assistance occurred when the practice decided to
outsource their billing function and to layoff the entire department.
Several HR staff were assigned to assist in the layoffs, with proper
termination procedures, protocol and severance packages that were in
the best interest of both the practice and the employees. The Director
sums up the incident succinctly: “We could never have done this on our
own.”
4
6. Real Results
Since joining CPEhr, he feels that the day-to-day protection he
experiences in the area of employment exposures is immeasurable. “I
now have tremendous peace of mind. CPEhr has become our ‘go-to
resource.’ Without this type of relationship we end up making our own
decisions, without proper knowledge of the law, and will ultimately
make a mistake. You think you can use common sense, but common
sense and the law rarely match!”
The Director says the benefits of outsourcing HR were immediately
realized, as the new systems and processes were implemented and
functioning within 30-60 days. “I recognize the reality that as the
practice grows. So too would the need to hire an HR Manager.
However, by outsourcing our human resources, we don’t need to spend
the money on another hire and can use those funds to invest back into
patient care and clinical research.”
5
7. Success Story #2 and Bath Retailer Reduces Workplace Injuries and HR
Kitchen
Risks.
Company Background
This high-end kitchen and bath retailer opened its doors in Santa
Monica, California in 1949. Today, it is regarded as the pioneer of “one
stop shopping” for major appliances in the kitchen and bath industries.
With locations throughout Southern California and close to one
hundred employees, it has grown to be one of the largest and most
respected retailers of its kind in California.
Business Challenges
From its earliest years, it considered itself a family-run business, and
always treated its employees as such. For the first five decades of
business, that philosophy worked well. But as the ‘90s and turn-of-the-
21st-century witnessed a rise in workers’ compensation costs, safety
requirements, and employment lawsuits, management recognized they
needed to take significant steps to protect their company. Additionally,
the expansion of the company from a single location to multiple-
worksites further complicated their operations.
“In its early days, there was no communication path to employees,”
reflects their CFO of 15 years. “While management always prided itself
on its relationship with its staff, they never established a formalized
method for discipline, safety, performance reviews or implementing
policies and procedures.” The CFO admits that while she has decades of
personnel management experience, it became impossible for her to
stay abreast all the mandatory laws and regulations required of today’s
employers.
Changing employer responsibilities also manifested themselves in the
area of risk management and safety. Whereas Cal-OSHA has dozens of
guidelines and laws to which employers must adhere, the business had
never taken serious steps to ensure their compliance. “Our employees
had never really thought much about safety procedures and
6
8. equipment,” says the CFO. “But after an incident with a worker
standing on a forklift 3 racks high without a safety harness, we realized
we needed to create a culture of safety awareness.”
It was almost 60 years after opening their doors, that the business
called CPEhr and joined their Human Resources Outsourcing program.
HR Solutions
The most pressing area that required immediate attention was safety.
“The consultant CPEhr assigned one of their senior Safety Consultants to the task. The
immediately created a consultant conducted multiple on-site walkthroughs of the three
warehousing facilities. What he found was a list of infractions, some of
to-do “punch list” with which carried heavy fines, if caught by Cal-OSHA. The consultant
detailed instructions immediately created a to-do “punch list” with detailed instructions how
to remedy the violations. He made practical suggestions, procured the
how to remedy the
necessary safety equipment, and implemented forklift training. Most
violations. He made importantly, he created an overall awareness and culture of safety that
the business needed.
practical suggestions …
but most importantly, “Their safety consultant really turned us on how to be safety-minded,”
says the CFO. “He pointed out many areas we would never have
he created an overall
thought of and, with separate locations and different management
awareness and culture styles, provides cohesiveness to the company.”
of safety that the
In the area of employee administration, Human Resources protocols
business needed.” were created and implemented. The managers at each location were
trained in compliant HR procedures and specific practices, such as
employee handbooks, benefits, responding to employee questions,
conducting employee evaluations and proper terminating procedures.
The entire staff also received Unlawful Harassment training seminars,
as required by law.
Real Results
The client’s management team gained a real sense of security knowing
that they had an HR partner standing by their side. With a dedicated HR
7
9. Manager available to address employment issues and questions, they
no longer had to be concerned about inadvertently crossing a line or
violating the law. Despite a few complaints and employee threats, since
joining the HR Outsourcing program over ten years ago, they have
never been sued.
“You can never really be objective in your own workplace,” says the
CFO. “As issues come up, I always run it by our HR person; it is very
helpful to talk to someone on the outside, and it’s always better to be
safe than sorry.”
The attitude of the client’s staff towards safety increased dramatically
as a result of the safety team’s proactive response to the issues they
identified. Early in the CPEhr relationship, there were items added to
the compliance “to-do” list. But according to the CFO, the last time he
came out, there was nothing new to add to the list. “Their safety team
brought us a level of consciousness we never had before, and imbues
us with ongoing responsibility.”
CPEhr’s aggressive risk management resulted in an extraordinary
reduction of injuries and workers’ compensation costs:
1. Over a period of four years, the client only experienced two minor
injuries, for a total expense of $1040. This is a combined loss ratio of
less than half of one percent (0.45%). With industry loss ratio averages
in excess of 30%, similar size organizations experienced $60,000 losses
over the same period of time.
2. Over a period of five years, the businesses Experience Modification
dropped from 115% to 77%, a reduction of 33%. The bottom line: a 1/3
savings off their workers’ compensation premium costs, equaling tens-
of-thousands of dollars in savings.
8
10. Success Story Real Estate Management Firm Consolidates Multiple
#3
Vendors and Simplifies HR Systems
Background and Business Challenges
This Woodland Hills, California-based real estate investment and
management company was founded in 1980. It grew to 35 employees
and focused on property development and management throughout
Southern California. Shortly after joining the firm in 2007, their new
CFO quickly indentified four critical challenges within the organization
which needed to be quickly addressed.
Payroll. The processing and production of payroll was being handled
by outside CPA firm. The CPA was charging exorbitant fees for the
preparation of payroll, electronic tax deposits, quarterly tax returns,
annual tax returns, and W-2s. Despite the excessive fees, the CPA firm
had no system for tracking vacation, sick and other time off, and the
organization constantly found itself requesting information that was
unavailable.
Medical Benefits. Any questions, clarifications or employee health
benefit issues needed to be handled through an outside broker or
directly with the insurance company. All of the health plan
administration was being managed through the organization’s
accounting department. This process was extremely time consuming
and did not provide them with accurate results. “The process caused
a great deal of stress to myself, my department, and other employees
within the company,” explains the CFO. “I knew we had to make a
change”. Additionally, their benefit premiums were extremely
expensive. It was one more reason they needed to look for
alternative health care solutions.
Workers’ Compensation. While they did not face excessive workplace
injuries, there were several incidents that required attention from the
insurance company. They found that claims were not being addressed
satisfactorily from their insurer, and as a result, faced increases to
their workers’ compensation insurance premiums.
9
11. Employee Management. Lacking a dedicated personnel department,
the company did not have proper Human Resources systems
established. Employee termination issues were not handled properly,
many employees’ exempt vs. non-exempt statuses were
questionable, and employee personnel files were in disarray.
“There was no way we could continue managing our HR responsibilities
as we were,” says the CFO. “We began researching alternative HR
management options. After extensive research we selected CPEhr as
our HR outsourcing provider to assist us.”
HR Solutions.
“Once on-board, CPEhr CPEhr conducted an initial consultation to determine which service
package would best fit the needs of their company. Due to them
provided the client with multiple challenges, the complete HRO package was selected. This
a dedicated Human program included payroll and tax administration, human resources
management, workers’ compensation and safety services, and full
Resources Represen- range of medical and voluntary employee benefit packages.
tative that acted as
The first step was to provide each employee with a new employment
their primary liaison packet, including I9’s, W-4’s, general information sheet, and other
with all other mandatory state and federal documentation. The client’s management
team then reviewed the benefit options with the HRO’s Benefits
departments - Workers’ Representative, discussed options, and selected a variety of HMO and
Compensation, PPO plans to offer their staff. Finally, the Business Implementation
team conducted an Employee Orientation with all their existing staff
Benefits, Payroll and and assisted them in completing the paperwork and enrolling them in
HR .” their new benefit programs.
Once on-board, CPEhr provided the client with a dedicated Human
Resources Representative that acted as their primary liaison with all
other departments – Workers’ Compensation, Benefits, Payroll and HR.
One by one, each employment challenge was addressed, and solved:
10
12. • Payroll was processed accurately and timely, and all paid-
time-off benefits were tracked and managed;
• Health benefit premiums were significantly reduced;
• All employee benefit issues were managed by the HRO
Benefits Representative who acted as the intermediary
between the client and insurance carrier;
• Workers’ Compensation premiums were significantly reduced,
and a Claims Manager was assigned to address all future
workplace injuries;
• Employee files were updated and all exempt and non-exempt
status questions were resolved.
Tangible HR Results
To cover the services provided, the HR outsourcing firm charged a monthly
administration fee as a percentage of payroll. “The administrative fee
charged by CPEhr was most reasonable,” reflects the CFO. “It provided our
company a significant cost savings in both hard and soft costs.”
Offsetting the fee were reductions in workers’ compensation, health and
other benefit premiums, consolidated vendors under a single roof,
streamlined employment processes, and a reduction in employment risk.
“Beyond the savings, CPEhr protected our company against making bad
employment decisions and running inefficient HR systems. They provided
exemplary advice on employee termination issues and kept us out of
trouble on numerous occasions. Outsourcing human resources was
probably the best business decision our company ever made.”
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13. Success Story Credit
#4 Card Processing Service Reduces HR Liabilities and
Avoids Lawsuits
History
This credit card processing company opened in 2000 with just six
employees and quickly established itself as a leader in the credit card
industry. It is currently one of the fastest-growing merchant service
providers in the U.S. Today there are over 50 employees in the areas
operations, finance and sales.
Business Challenges
Since its inception, all in-house sales people were classified as
independent contractors. While classifying sales people as 1099
contractors was considered an acceptable practice in the industry, the
company found itself caught in a class action lawsuit approximately 3
years later. Initiated by two employees that complained about missed
overtime pay and lunch breaks, the lawsuit swelled dramatically and
eventually incorporated over 200 current and former employees. “Even
though we have always run a clean ship”, reflects the company’s Chief
Financial Officer, “We seem to have a history of employee disputes and
often run into trouble.”
The CFO also recognized that their high turnover rate and complex
compensation plans were far too difficult for his staff to manage on
their own. “Ultimately”, he said, “We realized we needed to put our
sales staff on hourly compensation and create a more sophisticated and
appropriate compensation plan for a group of people that were never
employees. That’s when I called CPEhr.”
HR SOLUTIONS
CPEhr was brought in to begin the process of converting 30
independent sales reps to employees. A Human Resources
management team created job descriptions, opened employee files,
and verified the completion of all mandatory documentation. A
compensation program was designed and compliant vacation policies
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14. were established for all employees. While the plans went through
several iterations, they were eventually completed to the satisfaction of
both CPEhr and the client.
To address their high turnover rate, CPEhr assisted in the termination
procedures, exit interviews and severance packages. Additionally,
Sexual Harassment training was presented to all employees, and the
client successfully outsourced the management of maternity-leaves and
other employment issues.
“Whenever we have a Sometime after joining CPEhr, the client faced another lawsuit relating
to minimum wage and break violations. However, this time the claim
problem, CPEhr is was bogus and CPEhr partnered with them to share the costs and
always there to carry management of the entire process. “If we were on our own,” says the
CFO, “We would have hired our own lawyers and paid the bills. Instead,
the burden, absorb the CPEhr conducted all the research, created all the reports and
problem and see it spreadsheets, and gathered all the necessary data to win the suit. It
was a significant burden that we would have had to do it on our own.”
through … I have a
partner now and their Quantifiable Results
services are an As a credit card processing service, the business’s revenues are
invaluable.” generated based on the volume of transactions by their credit card
processor clients. While they continue to conduct business as usual,
sales were slower recently than in past years and they are looking to
control non-labor costs and overhead. One area of cutting they are NOT
considering, however, is CPEhr’s service fees.
“Despite their fees, their true value is seen when I’m in trouble. Sure I
am paying for HR and payroll services, and maybe I can spend that
money somewhere else,” reflects the CFO. “But whenever we have a
problem, CPEhr is always there to carry the burden, absorb the problem
and see it through. I have spent hundreds of thousands of dollars over
the years just for legal fees, but the costs of a lawsuit are
unfathomable. I have a partner now and their services are an
invaluable.”
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15. Success Story #5 Retail Chain Finds Solution to the Demands
Barbecue
of Growing Employee Administration
Company Background
When the owner opened this barbecue franchise chain in Orange
Country, California, in the mid-1980s, the last he thing on his mind was
managing Human Resources. Priorities were focused on inventory,
facilities, marketing and company growth. Over the past 20 years, the
stores have grown to be one of the most successful barbecue franchise
chains in California. They currently employ over 80 employees in four
retail locations and 40,000 square feet of retail space. They also have a
manufacturing company, as well as a distribution facility.
Business Challenges
In the beginning, two stores were opened with a total of 35 employees.
Two more locations were later opened, and the staff more than
doubled to a total of 80 employees in a period of 6 months. During
these early years, they had a several experiences in front of the Labor
Board and did not understand the necessary regulations and
compliance requirements. Even though they hired an attorney to assist
and write their corporate policies, they were quickly out of date. "As a
California based business,” the owner emphasizes, "there are many,
many laws that an employer has to adhere to. If you ever find yourself
trying to make a case before an employment board and you don’t know
the laws really well, 99 percent of the time, you will lose the dispute
simply because you didn’t follow procedures correctly.”
They also realized they were outsourcing various Human Resource
functions to different vendors and spent a great deal of time managing
these relationships. Their Employee Benefits were sent to a broker,
their payroll went to an outside service and their legal requirements
were handled by a lawyer. Their management team would spend as
much as 30% of their time managing non-revenue generating
employment activities.
They came to the realization that they were in over their head. "We
were constantly bombarded with compliance concerns,” he says. "We
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16. tried our best but estimate we were probably only 60% compliant and
20% knowledgeable of the relevant labor laws.” It was at that point he
decided to contact engage a Human Resources Outsourcing firm.
HR Solutions
“Once CPEhr took over, The first thing the client implemented was a consolidated HR solution
with CPEhr. Multiple vendors were brought under one roof, including
the client was able to
their payroll, workers’ compensation, HR compliance, employment
offer better medical forms and employee benefits.
coverage, attract "When you are integrating all HR services under one umbrella rather
better employees and than outsourcing to different companies,” says the owner, "you save an
enormous amount of time and eliminate unnecessary complications.
reduce turnover rates. You can have a one meeting sit down to go over the various things you
Their management have to do. Plus because all these services come as part of one package,
the cost to us is reduced substantially.”
skills improved and
they were overall more CPEhr appointed a Human Resources Manager to oversee all aspects of
ther client's employment administration. A representative walked
comfortable with through the stores, changed and updated all the employee forms,
running their customized their HR documents, reviewed all files and paperwork, and
had the employees read and re-sign the employee handbook. CPEhr
business.” also introduced management training seminars and attended two labor
law hearings, reaching a favorable decision on both accounts.
Overall, the owner believes they were completely compliant within 3-4
months. "We have warehouses and a manufacturing plant and CPEhr
helps us stay compliant with all OSHA regulations,” he says. "They give
free training. In all, they have about 30 different services that we
utilize.”
Real Results
Once CPEhr took over, the client was able to offer better medical
coverage, attract better employees and reduce turnover rates. Their
management skills improved and they were overall more comfortable
with running their business. "Whereas everything before was gray, with
CPEhr, everything became black and white,” the owner says. The
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17. relationship eliminated the need to hire an HR Manager, hire a trainer,
and find an OSHA compliance consultant. Most importantly, their
General Manager was able to gain back 30% of his time, and instead of
dealing with HR issues, was able to focus his energy on helping build
the company. Overall, the client estimates they saved over $100,000+
in salaries, insurance expenses, legal/attorneys fees, employment
policies and handbooks, and labor board penalties.
"In the past,” the owner explains, "I’d have to hire lawyers just to be
sure we were compliant. But CPEhr is a specialist. They can do it
virtually overnight. They are significantly cheaper, plus there are a lot of
things that they bring to the table that we, as a small company, could
not do.” He estimates that the services paid for themselves within 4
months of joining CPEhr. And after 7 years, that is quite a positive
return on investment.
“Overall, the client estimates they saved over $100,000+ in
salaries, insurance expenses, legal/attorneys fees, employment
policies and handbooks, and labor board penalties.”
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18. Success Story #6
Hair Salon Chain Achieves Labor Law Compliance
Company Background
The owner and founder of this hair salon chain operated 8 hair and beauty
salons employing 80 employees, throughout Southern California. The chain
quickly grew to over 30 locations and 350 employees. While financially
successful, the company soon realized they were insufficiently prepared to
deal with labor law compliance and HR issues.
Business Challenges
But as his operations grew and his employee base increased, the owner
quickly recognized his human resource limitations. He operated his chain of
30 hair salons from a single corporate office using an old payroll system
and poorly-trained store managers. Over the years, they faced over a
dozen employee lawsuits, stemming from issues involving the Department
of Fair Employment & Housing (DFEH), Equal Employment Opportunity
Commission (EEOC), and Department of Labor. “I knew that California
especially has some major labor laws to contend with," he says, "And I
wanted to focus, not on that, but on building my business. I wanted to
make sure that we were running everything properly, so that's why I
needed some help in HR." He began researched HR Outsourcing providers,
and ultimately selected CPEhr as his outsourcing relationship.
HR Solutions
Immediately, a comprehensive HR strategy was designed and
implemented. Within 30 days, a comprehensive Employee Handbook was
designed and distributed to all employees at all locations. The Handbook
contained all corporate policies and procedures, as well as employee's
rights and responsibilities. CPEhr ensured that the owner enforced the
policies in the handbook, and assisted as needed.
The client's employees had a direct line to their Human Resources
Specialist at CPEhr regarding any issues that arose. Complaints were
handled quickly and efficiently, before going to an outside agency.
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19. Employees at each location received Harassment Training. Management
Training Guides were distributed to each store, and every Store Manager
received a personal visit from the HR Specialist to review the policies and
answer any questions.
Finally, a customized payroll system was implemented to help account for
overtime, commission pay, bonuses and other irregular pay occurrences.
Results
Since beginning the HR Outsourcing relationship, the client has never paid
a settlement for a DFEH/EEOC claim. Little to nothing has ever been paid
for DOL Claims, and all DFEH claims were dismissed without any settlement
amounts. In no circumstance was a penalty ever paid.
“The client's employees had a direct line to their Human Resources
Specialist at CPEhr regarding any issues that arose. Complaints were
handled quickly and efficiently, before going to an outside agency.”
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20. Success Story #7
California Vineyard Implements Risk Management
Programs and Reduces Workers’ Compensation
Premiums.
Company Background
This client, a family-owned agricultural business, is the largest table grape
grower in the United States -- with 60 ranches covering over 12,000 acres
in the San Joaquin Valley, California. They also produce a variety of
specialty crops.
Workers’ Compensation Challenges
The client's employee population fluctuates between 1,200 and 5,000
workers, depending on its various seasonal activities, including: pruning,
tying, spraying, harvest, cold storage, packing and distribution.
Each activity has its own particular behavior and each contributes to the
overall risk of the business. After several years of terrible losses and
skyrocketing worker's compensation insurance premiums, they decided to
partner with CPEhr.
Safety Solutions
At the time they joined CPEhr, the client faced an Experience Modification
of 236%. CPEhr implemented a comprehensive Risk Management Program,
including hands-on claims management, an on-site employee to transport
injured workers to and from medical providers, and a safety consultant to
conduct periodic safety walk-throughs.
In addition, CPEhr engaged the services of California Safety Training
Corporation (CSTC) that specializes in safety training in the agricultural
community. Working closely with CPEhr's in-house Risk Management team,
they were able to quickly and effectively address the client's unique safety
needs.
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21. Outcome
The client's first experience modification affected by CPEhr's services was
promulgated by the WCIRB at a rate of 217%. Thanks to a dramatic decline
in the frequency and severity of injuries, the Experience Modification is
expected to decrease over the next 2 to 3 years.
The client also opted to secure worker's compensation coverage through a
high-deductible program instead of continuing to pay premium for
guaranteed cost coverage. With a deductible of $350,000, the insurance
carrier coordinates directly with CPEhr's account manager, who has direct,
on-line control of its claims, reserves, and settlement processes.
Working together, the client and CPEhr have formed a seamless working
relationship which has directly impacted each worker's compensation claim
and overall well-being of their staff.
“Working together, the client and CPEhr have formed a seamless
working relationship which has directly impacted each worker's
compensation claim and overall well-being of their staff.”
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22. About CPEhr:
Headquartered Los Angeles, CPEhr is one of California’s leading Human
Resources Outsourcing and PEO firms. Founded in 1982, CPEhr has assisted
hundreds of clients throughout the country comply with complex regulatory
and insurance requirements, while helping improve their HR systems. With
almost 30 years experience in the HR marketplace, CPEhr has a unique
advantage in its knowledge of business employment challenges.
CPEhr began as a small payroll, employee benefits and HR provider, with 10
corporate employees. It remains privately-held, but over the past three
decades has grown to 90 corporate professionals in the areas of:
• Human Resources Administration
• Employment Compliance Consulting
• Employee Benefits
• Retirement Planning
• Management Training
• Safety and Risk Management
• Workers’ Compensation Insurance
• Payroll and Tax Administration
• Recruiting
For More Information about HR Outsourcing
For more information regarding HR Outsourcing and how it may fit with
your organization’s needs, contact CPEhr for a complimentary Business
Consultation. In this no-obligation meeting, a senior consultant will analyze
your current human resources practices and offer a customized HR solution
to meet your needs.
Email: info@cpehr.com
Phone: 877-842-4987
Website: www.cpehr.com
Twitter: @cpehr
Facebook: www.facebook.com/cpehr
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