This document provides guidance for HR directors on improving people strategy execution through HR outsourcing. It discusses the strategic opportunities available through HR outsourcing, including access to innovative services, local market capabilities, analytics and reporting tools, enabling technologies, and operational excellence. The document recommends that HR directors allow stakeholders to explore outsourcing benefits, get close to potential providers before deciding, and work closely with providers throughout the contract life to maximize strategic value.
Spectral Consultants is a leading talent acquisition and human resources firm established in 2001 and based in Delhi. They provide recruitment and search services across industries such as financial services, IT/ITES, healthcare, and more. The company has over 35 consultants with expertise in sourcing candidates through their network and referrals. Spectral aims to understand client needs and deliver quality candidates on a timely basis with integrity and excellence. Their services include executive search, staff augmentation, recruitment process outsourcing, and more. The company is led by founder Vaishali Kaushik who has over 10 years of experience in recruitment. Spectral seeks to build long-term relationships with clients and candidates.
The document summarizes key findings from a survey of HR directors in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their current workforce was engaged, while 36% saw opportunities to improve engagement. Capturing why employees leave was important to build retention strategies.
- 86% could capture reasons for why employees leave their organizations, with top reasons being lack of vision, recognition, development opportunities, and failure to listen.
- 54% reviewed employee performance once a year, but there is a shift toward more frequent, collaborative reviews for improved feedback and engagement.
- Over 80% heavily relied on recruitment agencies, but many saw potential for cost savings by developing internal recruiting capabilities
Korn Ferry provides executive recruitment and talent management solutions. It has expanded beyond recruitment to address the entire talent lifecycle, using both an "Art" approach based on decades of experience and a "Science" approach using research and validated tools. This combination allows them to identify the right candidates and help clients successfully manage their human capital to drive business results.
Financial services companies are struggling to attract young talent and to engage their existing employees. However, transforming the employee experience by investing in workforce analytics is not as complex and expensive as perceived. Those that make the investment will gain an edge as they compete for the best talent and seek to sharpen workforce performance.
Organizations can leverage predictive analytics, artificial intelligence (AI) and the cheap computing power of the cloud to analyze and act on HR data and other data sources such social media. They can use their data to build a rich, digital representation of each employee—then use this to drive better performance and hyper-personalized experiences at the moments that matter in the employee journey.
This PoV shows how FS Organizations can use their data to build a rich, digital representation of each employee - then use HR analytics tools to drive better, hyper-personalized experiences at the moments that matter in the employee journey.
The document summarizes key findings from a survey of HR directors in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their current workforce was engaged, while 36% saw opportunities to improve engagement. Capturing why employees leave was important to build retention strategies.
- 86% could capture reasons for why employees leave their organizations. Top reasons included lack of vision, recognition, development opportunities, and financial insecurity.
- 54% reviewed employee performance once a year, while there is a trend toward more frequent, collaborative reviews to ensure transparency and engagement.
- Over 80% heavily relied on recruitment agencies, though in-house recruiting could save costs and better ensure hiring aligned
The document summarizes key findings from a survey of HR professionals in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their workforce was engaged, while 36% saw room for improvement in engagement. Capturing why employees leave was important for retention.
- 86% could track why employees leave, with top reasons being lack of vision, appreciation, and development opportunities.
- 54% reviewed employee performance once per year, while there is a shift towards more frequent, collaborative reviews.
- Over 80% heavily relied on recruitment agencies, despite potential for cost savings through in-house recruiting using applicant tracking systems.
Large technology companies are increasingly acquiring HR software companies, demonstrating a shift towards cloud-based HR management services. Oracle, SAP, and IBM all made major acquisitions in 2012 totaling over $6 billion. This reflects an industry-wide transition to cloud-based, software-as-a-service models being delivered by major enterprise technology providers. HR professionals will need to strengthen relationships with IT to influence decision making and ensure their needs are met during this transition.
The Brokers Group, a staffing company, was ranked #398 on the 2006 Inc. 500 list of fastest growing private companies in the US. It achieved sales growth of 361.8% over three years. The company also ranked among the top 50 fastest growing companies in New Jersey and was included in Entrepreneur Magazine's Hot 100 list of fastest growing new businesses. The Brokers Group provides staffing solutions in technology and clinical trials.
Spectral Consultants is a leading talent acquisition and human resources firm established in 2001 and based in Delhi. They provide recruitment and search services across industries such as financial services, IT/ITES, healthcare, and more. The company has over 35 consultants with expertise in sourcing candidates through their network and referrals. Spectral aims to understand client needs and deliver quality candidates on a timely basis with integrity and excellence. Their services include executive search, staff augmentation, recruitment process outsourcing, and more. The company is led by founder Vaishali Kaushik who has over 10 years of experience in recruitment. Spectral seeks to build long-term relationships with clients and candidates.
The document summarizes key findings from a survey of HR directors in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their current workforce was engaged, while 36% saw opportunities to improve engagement. Capturing why employees leave was important to build retention strategies.
- 86% could capture reasons for why employees leave their organizations, with top reasons being lack of vision, recognition, development opportunities, and failure to listen.
- 54% reviewed employee performance once a year, but there is a shift toward more frequent, collaborative reviews for improved feedback and engagement.
- Over 80% heavily relied on recruitment agencies, but many saw potential for cost savings by developing internal recruiting capabilities
Korn Ferry provides executive recruitment and talent management solutions. It has expanded beyond recruitment to address the entire talent lifecycle, using both an "Art" approach based on decades of experience and a "Science" approach using research and validated tools. This combination allows them to identify the right candidates and help clients successfully manage their human capital to drive business results.
Financial services companies are struggling to attract young talent and to engage their existing employees. However, transforming the employee experience by investing in workforce analytics is not as complex and expensive as perceived. Those that make the investment will gain an edge as they compete for the best talent and seek to sharpen workforce performance.
Organizations can leverage predictive analytics, artificial intelligence (AI) and the cheap computing power of the cloud to analyze and act on HR data and other data sources such social media. They can use their data to build a rich, digital representation of each employee—then use this to drive better performance and hyper-personalized experiences at the moments that matter in the employee journey.
This PoV shows how FS Organizations can use their data to build a rich, digital representation of each employee - then use HR analytics tools to drive better, hyper-personalized experiences at the moments that matter in the employee journey.
The document summarizes key findings from a survey of HR directors in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their current workforce was engaged, while 36% saw opportunities to improve engagement. Capturing why employees leave was important to build retention strategies.
- 86% could capture reasons for why employees leave their organizations. Top reasons included lack of vision, recognition, development opportunities, and financial insecurity.
- 54% reviewed employee performance once a year, while there is a trend toward more frequent, collaborative reviews to ensure transparency and engagement.
- Over 80% heavily relied on recruitment agencies, though in-house recruiting could save costs and better ensure hiring aligned
The document summarizes key findings from a survey of HR professionals in the manufacturing sector on trends in 2019. Some of the main findings include:
- 64% of respondents felt their workforce was engaged, while 36% saw room for improvement in engagement. Capturing why employees leave was important for retention.
- 86% could track why employees leave, with top reasons being lack of vision, appreciation, and development opportunities.
- 54% reviewed employee performance once per year, while there is a shift towards more frequent, collaborative reviews.
- Over 80% heavily relied on recruitment agencies, despite potential for cost savings through in-house recruiting using applicant tracking systems.
Large technology companies are increasingly acquiring HR software companies, demonstrating a shift towards cloud-based HR management services. Oracle, SAP, and IBM all made major acquisitions in 2012 totaling over $6 billion. This reflects an industry-wide transition to cloud-based, software-as-a-service models being delivered by major enterprise technology providers. HR professionals will need to strengthen relationships with IT to influence decision making and ensure their needs are met during this transition.
The Brokers Group, a staffing company, was ranked #398 on the 2006 Inc. 500 list of fastest growing private companies in the US. It achieved sales growth of 361.8% over three years. The company also ranked among the top 50 fastest growing companies in New Jersey and was included in Entrepreneur Magazine's Hot 100 list of fastest growing new businesses. The Brokers Group provides staffing solutions in technology and clinical trials.
The Brokers Group, a staffing company, was ranked #398 on the 2006 Inc. 500 list of fastest growing private companies in the US. It achieved sales growth of 361.8% over three years. The company also ranked among the top 50 fastest growing companies in New Jersey and was included in Entrepreneur Magazine's Hot 100 list of fastest growing new businesses. The Brokers Group provides staffing solutions in technology and clinical trials.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Greg Hanno, senior vice president of human resources at Summit Truck Group, engaged a midsize recruitment process outsourcing (RPO) provider to address the company's need to hire up to 240 people per year, including highly skilled technicians. Hanno partnered with Novotus due to positive past experiences. Since engaging Novotus, Summit Truck Group has seen time-to-hire reduced to less than 14 days from over a month previously, while cost-of-hire has decreased to below 10 percent. The RPO engagement has provided Summit Truck Group metrics and visibility into its recruiting process. Midsize RPO deals between 500-1,000 annual hires are growing as companies seek the same benefits as larger
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
The document discusses a survey of 300 business and HR executives about their views on the strategic role of HR and how technology can help. Key findings include:
- Business leaders want HR to be a strategic partner but many CHROs still spend most of their time on administrative tasks.
- Both HR and non-HR executives see new technologies as important for strategic HR efforts, but they are not being used as effectively as possible.
- There is not always strong consensus between HR and other business functions about the strategic activities HR is engaged in and how technologies could create business value.
For HR to truly be strategic, the document argues CHROs must use data and technology more effectively to provide insights that help
Charterhouse Partnership is a global executive recruitment firm with offices in Asia, Australia, and the Middle East. The document discusses Charterhouse's offices and recruitment services in Singapore, Hong Kong, Sydney, Melbourne, and the Middle East region. It also provides testimonials from clients and candidates about their positive experiences working with Charterhouse.
This presentation is the intellectual property of HRMnext Limited located in Hong Kong. It discusses excellence in human resource management and covers topics such as winning the war for talent through employer branding, marketing, and recruiting. It also discusses new forms of learning and certification to drive business success as well as optimizing human resource processes, management, and transformation. The presentation provides examples from companies like Microsoft, LG Electronics, and Hewlett Packard on their recruitment strategies and virtual interviewing processes.
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
The document discusses interim management and consulting services provided by Odgers Interim. It summarizes that Odgers Interim provides high-caliber interim managers and independent consultants to organizations across sectors to address critical skills gaps, implement changes, and work on projects. It has a large pool of exceptional interim talent and expertise in matching candidates to client needs. Odgers Interim also supports consultants with career services to help them be effective in their work.
The document summarizes the key findings of the Jones Lang LaSalle Japan CRE Index 2013, which compares survey responses from corporate real estate executives in Japan and globally. The index shows gaps in three areas - structure and resources, strategy, and driving force/governance. In particular, Japanese CRE teams have shorter planning horizons, less alignment with business strategy, and feel less equipped to meet increasing demands compared to global peers. The document outlines specific survey questions and responses that contribute to the scores in each area.
Heidrick & Struggles Global Talent Reportmatt_stencil
The document summarizes the findings of a report on the global talent outlook to 2015. It analyzes talent environments in 60 countries through an index that benchmarks their capacity to develop, attract, and retain talent currently and projected to 2015. The US ranks first in 2011 and 2015 due to its excellent universities, high quality workforce, and meritocratic environment. Nordic and Asia-Pacific countries also rank highly. The report finds that companies are generally confident in attracting needed talent but with reservations, particularly in Asia. Firms are increasingly developing employees themselves. Executives report a lack of creativity in recruits, especially in Asia and Latin America.
PwC Global Mobility Insights -Moving People with Purpose - Modern Mobility Su...Peter Clarke
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and need to access talent pools globally. Short-term assignments and business travel will see the biggest increases.
- Mobility is being used not just for tactical deployment but also for strategic talent development. There is a growing use of moves like talent swaps and developmental assignments.
- Reward structures are becoming more varied and global. While tax-equalized assignments still have a role, there is a shift to local-plus moves and permanent transfers, as well as more global pay packages.
- Managing the mix of local and mobile
Heidrick & Struggles is an international executive search and leadership consulting firm with over 55 years of experience. They operate through a matrix structure across industries and geographies to provide services like executive search, board member search, leadership assessment, and executive coaching to clients worldwide. Their specialized industry and regional expertise allows them to identify top executive talent on a global scale.
PiR Resourcing is a life science recruiting firm that focuses on providing senior resourcing solutions and interim management services to international life science companies. They specialize in high demand roles like medical, regulatory, and commercial positions. Their objective is to identify senior talent to support clients' goals for innovation and competitive advantage. They offer permanent recruiting, interim management placement, talent identification services, and can connect clients with board evaluation and HR consultants through their network.
The document discusses a presentation by Knowledge Infusion on reassessing talent management strategies in a down economy. It provides an agenda for the presentation which includes an overview of Knowledge Infusion, the importance of a talent management strategy during an economic downturn, reevaluating the importance of talent to business strategy by focusing on retention and productivity and prioritizing critical talent segments, and upgrading talent pools and enhancing mobility. It also discusses Knowledge Infusion's optimization services.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
The article discusses how strategic planning can help organizations like Durham County Public Library move towards success. It defines strategic planning as a set of tools to allow an organization's mission to be fulfilled with maximum effectiveness and efficiency. While strategic planning is not universally adopted, it can benefit organizations by increasing collaboration, renewing organizational purpose, and saving costs. Key elements for successful strategic planning include staff and stakeholder involvement, communication, goal tracking, performance management, and succession planning. Adopting these elements can make strategic planning more widespread and successful.
HIGH QUALITY RECRUITMENT SOLUTIONS TO GLOBAL CORPORATIONS WORLDWIDEsameeksharaih
Hirexa Backed by A Highly experienced team, with a collective 50 years of Industry Expertise, recruiting Senior/ Leadership positions. At Hirexa, we aim to make recruitments at a higher level efficient, accurate and ensure a seamless integration of the new-recruit in the clients’ organizational culture.
The document summarizes discussions from two roundtables organized by PeopleStrong to discuss HR transformation in India. Key topics included defining core vs non-core HR functions, the need for HR to focus more on strategic activities and less on transactions, and how HR can transform its operating model through shared services and outsourcing non-core activities in order to become a more strategic business partner. Participants shared that HR must improve operational excellence, align more closely with business goals, and play more of an advocacy role to add value and enhance employee capabilities.
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
The Brokers Group, a staffing company, was ranked #398 on the 2006 Inc. 500 list of fastest growing private companies in the US. It achieved sales growth of 361.8% over three years. The company also ranked among the top 50 fastest growing companies in New Jersey and was included in Entrepreneur Magazine's Hot 100 list of fastest growing new businesses. The Brokers Group provides staffing solutions in technology and clinical trials.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
Greg Hanno, senior vice president of human resources at Summit Truck Group, engaged a midsize recruitment process outsourcing (RPO) provider to address the company's need to hire up to 240 people per year, including highly skilled technicians. Hanno partnered with Novotus due to positive past experiences. Since engaging Novotus, Summit Truck Group has seen time-to-hire reduced to less than 14 days from over a month previously, while cost-of-hire has decreased to below 10 percent. The RPO engagement has provided Summit Truck Group metrics and visibility into its recruiting process. Midsize RPO deals between 500-1,000 annual hires are growing as companies seek the same benefits as larger
The Talent Dialogue approach aims to establish an ongoing, two-way dialogue between employers and employees to better understand employee needs, preferences, and goals. Unlike point-in-time employee engagement surveys, Talent Dialogue facilitates continuous conversation and involvement of employees in shaping talent management strategies. Implementing Talent Dialogue can help increase employee engagement by making employees feel included in important decisions and foster a culture of engagement through management's commitment to seeking employee feedback.
The document discusses a survey of 300 business and HR executives about their views on the strategic role of HR and how technology can help. Key findings include:
- Business leaders want HR to be a strategic partner but many CHROs still spend most of their time on administrative tasks.
- Both HR and non-HR executives see new technologies as important for strategic HR efforts, but they are not being used as effectively as possible.
- There is not always strong consensus between HR and other business functions about the strategic activities HR is engaged in and how technologies could create business value.
For HR to truly be strategic, the document argues CHROs must use data and technology more effectively to provide insights that help
Charterhouse Partnership is a global executive recruitment firm with offices in Asia, Australia, and the Middle East. The document discusses Charterhouse's offices and recruitment services in Singapore, Hong Kong, Sydney, Melbourne, and the Middle East region. It also provides testimonials from clients and candidates about their positive experiences working with Charterhouse.
This presentation is the intellectual property of HRMnext Limited located in Hong Kong. It discusses excellence in human resource management and covers topics such as winning the war for talent through employer branding, marketing, and recruiting. It also discusses new forms of learning and certification to drive business success as well as optimizing human resource processes, management, and transformation. The presentation provides examples from companies like Microsoft, LG Electronics, and Hewlett Packard on their recruitment strategies and virtual interviewing processes.
Ireland's Executive Talent Management Commentary 2012 - Back to the FutureHRMRecruitment
The document discusses competing for talent in today's changing employment landscape in Ireland. It focuses on the importance of employee value proposition (EVP) in attracting and retaining top talent. EVP shapes an organization's employer brand and impacts how potential candidates view the organization. When done effectively, EVP can help align talent pools with organizational goals and values, improve employee retention, and increase performance and effort. The article argues that EVP should be a core part of any talent management strategy given the competition for skilled professionals.
The document discusses interim management and consulting services provided by Odgers Interim. It summarizes that Odgers Interim provides high-caliber interim managers and independent consultants to organizations across sectors to address critical skills gaps, implement changes, and work on projects. It has a large pool of exceptional interim talent and expertise in matching candidates to client needs. Odgers Interim also supports consultants with career services to help them be effective in their work.
The document summarizes the key findings of the Jones Lang LaSalle Japan CRE Index 2013, which compares survey responses from corporate real estate executives in Japan and globally. The index shows gaps in three areas - structure and resources, strategy, and driving force/governance. In particular, Japanese CRE teams have shorter planning horizons, less alignment with business strategy, and feel less equipped to meet increasing demands compared to global peers. The document outlines specific survey questions and responses that contribute to the scores in each area.
Heidrick & Struggles Global Talent Reportmatt_stencil
The document summarizes the findings of a report on the global talent outlook to 2015. It analyzes talent environments in 60 countries through an index that benchmarks their capacity to develop, attract, and retain talent currently and projected to 2015. The US ranks first in 2011 and 2015 due to its excellent universities, high quality workforce, and meritocratic environment. Nordic and Asia-Pacific countries also rank highly. The report finds that companies are generally confident in attracting needed talent but with reservations, particularly in Asia. Firms are increasingly developing employees themselves. Executives report a lack of creativity in recruits, especially in Asia and Latin America.
PwC Global Mobility Insights -Moving People with Purpose - Modern Mobility Su...Peter Clarke
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and need to access talent pools globally. Short-term assignments and business travel will see the biggest increases.
- Mobility is being used not just for tactical deployment but also for strategic talent development. There is a growing use of moves like talent swaps and developmental assignments.
- Reward structures are becoming more varied and global. While tax-equalized assignments still have a role, there is a shift to local-plus moves and permanent transfers, as well as more global pay packages.
- Managing the mix of local and mobile
Heidrick & Struggles is an international executive search and leadership consulting firm with over 55 years of experience. They operate through a matrix structure across industries and geographies to provide services like executive search, board member search, leadership assessment, and executive coaching to clients worldwide. Their specialized industry and regional expertise allows them to identify top executive talent on a global scale.
PiR Resourcing is a life science recruiting firm that focuses on providing senior resourcing solutions and interim management services to international life science companies. They specialize in high demand roles like medical, regulatory, and commercial positions. Their objective is to identify senior talent to support clients' goals for innovation and competitive advantage. They offer permanent recruiting, interim management placement, talent identification services, and can connect clients with board evaluation and HR consultants through their network.
The document discusses a presentation by Knowledge Infusion on reassessing talent management strategies in a down economy. It provides an agenda for the presentation which includes an overview of Knowledge Infusion, the importance of a talent management strategy during an economic downturn, reevaluating the importance of talent to business strategy by focusing on retention and productivity and prioritizing critical talent segments, and upgrading talent pools and enhancing mobility. It also discusses Knowledge Infusion's optimization services.
This document discusses using workforce analytics to help human resource departments make better business decisions. It covers several topics:
1. The importance of taking an analytics-driven approach to human resources decisions, as exemplified by the story of Billy Beane and the Oakland A's baseball team.
2. Two common approaches organizations take - building an internal HR analytics capability, or deploying targeted analytics solutions to solve specific problems.
3. Keys to a successful analytics strategy include tying analytics to business goals, using a mix of technologies, and implementing in phases.
Managing talent is no longer an episodic exercise. Leading companies are taking a holistic view, from building their employer brand, to attracting new people, to developing their best people, to crafting succession strategies. Korn Ferry can deliver all this and more through a consistent methodology, IP framework, and global team of experts.
This guide provides the definitive list of Korn Ferry’s integrated talent solutions. It includes information on what each of them does and how we can use them to meet your organization’s unique needs.
The article discusses how strategic planning can help organizations like Durham County Public Library move towards success. It defines strategic planning as a set of tools to allow an organization's mission to be fulfilled with maximum effectiveness and efficiency. While strategic planning is not universally adopted, it can benefit organizations by increasing collaboration, renewing organizational purpose, and saving costs. Key elements for successful strategic planning include staff and stakeholder involvement, communication, goal tracking, performance management, and succession planning. Adopting these elements can make strategic planning more widespread and successful.
HIGH QUALITY RECRUITMENT SOLUTIONS TO GLOBAL CORPORATIONS WORLDWIDEsameeksharaih
Hirexa Backed by A Highly experienced team, with a collective 50 years of Industry Expertise, recruiting Senior/ Leadership positions. At Hirexa, we aim to make recruitments at a higher level efficient, accurate and ensure a seamless integration of the new-recruit in the clients’ organizational culture.
The document summarizes discussions from two roundtables organized by PeopleStrong to discuss HR transformation in India. Key topics included defining core vs non-core HR functions, the need for HR to focus more on strategic activities and less on transactions, and how HR can transform its operating model through shared services and outsourcing non-core activities in order to become a more strategic business partner. Participants shared that HR must improve operational excellence, align more closely with business goals, and play more of an advocacy role to add value and enhance employee capabilities.
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
1. Organizations must tie DEI efforts directly to business outcomes in order to truly prioritize them and avoid failure. Embedding diversity initiatives throughout the organization is key to success.
2. Companies that focus on diversity efforts using data financially outperform those that do not. Research shows benefits like boosting creativity and innovation as well as increased profits.
3. When DEI is interwoven with how success is measured and the CDO is given resources and support, initiatives are more likely to achieve lasting impact and change.
Emerging Trends in Recruitment Process OutsourcingIJMTST Journal
With the changing times the roles of HR are also changing and became more diversified. The competitive pressures wrought by the new economy call for a change in the role of the “Human Resources” function. In today’s business environment HR must become a leader in identifying new business opportunities, defining business strategy and corporate priorities, and preparing the organization for continuous and often disruptive changes. Similar is the case with the profile of recruitment – having limited perspective changes and gets a new face having many changes and broader perspective. Hiring good people is one of the most significant contributions of the HR function. To find the right person who would fit the job specification is increasingly becoming difficult. Thus, many specialized firms that totally deal with the hiring process have come up as a boon for the organizations, giving birth to the “Recruitment Process Outsourcing” (RPO). The objective of the RPO’s is to provide effective recruitment, reducing the hiring costs significantly to generate greater results.
Firstcall HResource is a recruitment solutions firm that provides customized recruitment services for entry, middle, and senior level positions across various industries. They have a team of experienced recruiters and an extensive database to help clients cut hiring time and find productive candidates quickly. Their services include executive search, management search, IT search, knowledge process outsourcing/business process outsourcing recruitment, international search, and staffing solutions. Their goal is to understand client needs and provide candidates with the right skills, experience, qualifications, and cultural fit.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
Every quarter, Gartner interview talent analytics leaders to gain their perspectives on issues facing them and their teams. This quarter, we spoke with Diogo Tavares Antunes about his team's work setting up NOS' talent analytics capabilities.
Emerging Trends in RPO: A Look into the Future of Talent AcquisitionExela HR Solutions
This blog talks about various recruitment process outsourcing trends shaping the future of recruitment and biggest benefits of recruitment process outsourcing.
HR is at a critical stage in its journey - from transactional back-office operator to true business partner. But the function has hit a roadblock. Recent research suggests that in many companies HR teams are still not adding as much value to the business as they could.
The Evolution of HR Outsourcing: Trends for 2014Sage HR
What were the major developments in 2013 for global HRO? And in what ways are these changes going to reflect in 2014? In this position paper, Michael Custers, VP of Marketing, highlights the most important trends for HR outsourcing in 2014. Topics such as the move towards cloud and SaaS HR technologies, big data, Talent Management as a Service, automation, globalization and standardization will gain importance in the years to come.
VISIT HR BLOG -> cake.hr/blog
Recruitment Process Outsourcing (RPO) in 2023: Top TrendsExela HR Solutions
Discover the top trends of Recruitment Process Outsourcing in 2023. Learn how RPO can streamline the talent acquisition process and enhance HR functions.
RPO Recruiting Companies Revolutionizing the Recruitment Process in the USAGlocal RPO
In today's competitive job market, finding and attracting top talent can be a daunting task for companies. Many organizations are turning to RPO recruiting companies to streamline their hiring processes, enhance candidate quality, and reduce recruitment costs. RPO recruiting companies have emerged as strategic partners, offering a wide range of services to meet the evolving needs of businesses across various industries. This article explores the concept of RPO, its benefits, and highlights some of the leading RPO in USA.
It’s time for HR to step up – to introduce and
lead the enterprise to the value of talent
management. It’s time for HR to revolutionize its role.
This e-book is explaining how HR needs to work in the future.
Beyond Payroll Market Sector Findings Post HRTech Charles Bedard
This document summarizes the HR technology and services market landscape. It finds the market is bifurcating between leaders growing double digits and laggards seeing single digit or no growth. Demand is driven by a need for outsourced expertise, regulation compliance, and data analytics. Providers offering bundled HRO services and outcomes-oriented data are gaining share. Payroll providers can expand into WFM, HRO, and BPO by leveraging their skills and access to banking systems. The core HR platform market includes payroll processing extended to include HR software, benefits software, time and attendance, and social workforce management software.
The document discusses the emerging role of the HR Chief Operating Officer (COO) to help HR organizations improve performance and better support business needs. Traditionally, HR leadership teams are structured around centers of expertise and business units, but this limits coordination across functions. A HR COO role would focus on driving efficiency, effectiveness, compliance, and cost of HR service delivery to help address gaps between business expectations and what HR can deliver. By dividing responsibilities between the CHRO who focuses on strategy and the HR COO who focuses on operations, HR organizations can better empower their teams to deliver more business value.
EN_HCM_EO1_How can HR demonstrate the strategic value they provide to the com...Christine Sauvaget
HR plays a key role in helping organizations meet strategic goals by understanding employee values and maximizing productivity. To demonstrate their strategic value, HR should align their approach with the business strategy, carefully manage human capital, and focus on strategic priorities like talent management. Adopting standardized HR processes and an HR management system allows HR to provide consistent reporting, freeing them to focus on strategic initiatives. Understanding generational differences and adapting tools and strategies accordingly also helps HR better support organizational goals.
HulloJobs Technology Shaping HR’s FutureHullo Jobs
Technology is disrupting and transforming
the HR sector as it gears up for a phase of
reinvention. Hullo Jobs is leveraging
technology to make HR practices simpler
and smarter, while connecting job seekers
and recruiters with digital tools.
The document provides an overview of HR shared services and how it enables HR transformation. It discusses how HR shared services involves transitioning administrative HR roles to a specialist function in order to allow HR to focus more on strategic activities. Setting up an HR shared services center aims to reduce costs, increase quality, and drive efficiency through process standardization, centralization, and leveraging expertise. Outsourcing transactional HR activities to a shared services center can deliver cost savings, access to skills and technology not otherwise available, improved governance, risk management and operating performance with commitments to on-time delivery.
This document discusses how HR can evolve to achieve a competitive advantage and remain relevant. It suggests that HR needs to move from focusing on "doing things right" to "doing the right things" by becoming more strategic, integrated, and customer-driven. Specifically, it recommends that HR (1) act as a strategic partner in setting business direction, (2) effect organizational change and transformation, (3) champion employees, and (4) optimize administrative processes through technology. The document argues that developing a system-driven HR delivery model can help HR move from operations to a more strategic role and better measure its impact on business performance.
Similar to Improving people strategy execution through HR outsourcing | Orion Partners (20)
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Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
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4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
Improving people strategy execution through HR outsourcing | Orion Partners
1. Improvinggeneration
The next people
strategy execution
How to transform your HR Services
team into a strategic force
through HR outsourcing
October 2011
ORION
Transforming HR orion-partners.com
01 The next generation
3. About this paper
About this paper
This white paper was authored by Simon Constance, Partner at Orion
Partners LLP. Simon leads the Infrastructure practice at Orion Partners,
focusing on shared services, business partnering, outsourcing and offshoring.
He has worked on some of the largest HRO contracts agreed to date, and
advises clients, government bodies, and suppliers on partnerships that have
shaped the HRO market in Europe and beyond. He regularly writes and
speaks on HR strategy and transformation and has published a number of
books including Transforming HR (2003) and HR Business Partners (2005).
About Orion Partners
Orion Partners are leading advisors in HR transformation, the creation and
execution of Talent strategies to achieve measurable business results. Our goal
is to help HR teams lift their game to the strategic level now demanded of our
profession, and to help HR organisations develop the programmes, resources
and capabilities needed to deliver these measurable business results.
With our extensive research into what makes HR teams tick, along with
our closeness to the markets for HRO, we’ve helped many organisations
construct the best approach to delivering their HR services.
We believe HR Services can be so much more than a processing factory. With
the data it collects and the touch points it has, it can provide valuable business
intelligence to inform strategic debate and help organisations be more in touch,
more nimble and more flexible. To realise these benefits, we help to:
• Integrate HR Services into wider operating models
• Advise on sourcing from strategy to implementation
• Improve the performance of shared services
• Optimise the use of technology
• Advise on off-shoring
For more information about Orion Partners please visit www.orion-partners.com.
02 Improving people strategy execution through HR outsourcing
5. Introduction
HR outsourcing has come a long way since its beginnings in the 1990s.
Once viewed purely as a cost-cutting exercise, HRO is now better thought
of as a strategic investment that can actively support the organisation in its
pursuit of business goals.
The HRO industry has fragmented as it has matured. In addition to the big
multi-process outsourcers, there are now many providers offering specialist
services in areas such as recruitment, learning, workforce mobility and
employee relations. The benefits go far beyond cost-cutting, with HRO
providers delivering skills, resources, tools and insights that complement
those of their client organisations.
The breadth of services offered makes it critical for organisations to choose the
right provider for their needs, particularly as contracts tend to be long-term.
A lot can change in the five to ten years of a typical contract, and organisations
must be sure their chosen HRO partner can support that change.
This white paper is intended to act as a guide for HR Directors in
organisations currently considering outsourcing all or part of their HR
operations. It will review the options currently available; explore some
of the strategic benefits of outsourcing that HR Directors may not have
considered; examine the current and future role of technology in HR
outsourcing strategy; and provide recommendations for gaining the most
value from the relationship with the chosen outsourcing provider.
Finally, a number of case studies have been used to illustrate how many of
the recommendations outlined in the paper are working - or will work - in
practice at HRO provider Logica. In particular we cite two of Logica’s major
clients; KPN and Ahold.
04 Improving people strategy execution through HR outsourcing
6. HRO market overview
For many, the term ‘outsourcing’ may conjure up visions of monolithic, multi-
year, multi-million dollar BPO contracts, signed in the name of cost-cutting
and transactional process efficiency. Very often in the early days, once the
initial cost reductions had been delivered, there was little left to gain from the
relationship other than ‘business as usual.’ As a result, many executives have
become sceptical of the scale of the benefit offered by outsourcing.
In the past few years, however, the HR outsourcing industry has matured and
redefined itself to address the evolving needs of large organisations. Today’s
HRO market is much more diverse and flexible than in the past, enabling
businesses to make very fine-grained decisions about what to outsource and
what to keep in-house.
The industry still includes a number of large, long-established multi-process
HR outsourcing (MHRO) providers who manage multiple operations on
behalf of their clients. However, more recent market entrants include smaller,
specialist providers who focus on doing just one process very well, such as
recruitment process outsourcing (RPO) and learning process outsourcing
(LPO). Specialist providers have also emerged to manage niche processes
such as workforce mobility, compensation benefits, and employee relations.
Major vendors in the European HRO Markets
Niche specialists Payroll and employee admin Major multi-process
Aon Hewitt
Accenture
Alexander Mann, RPO
ADP
Kelly OGC, RPO IBM
Pattersons
Scope
Kenexa, RPO Capita
TCS
Raytheon, Learning
Logica
Ceridian
NIIT, Learning
Northgate Arinso
ACS, A Xerox Company
05 Improving people strategy execution through HR outsourcing
7. HRO market overview
While some providers still focus on purely transactional services, many now
offer strategic consultancy based on their research, global market knowledge
and sophisticated analytics capabilities. In the RPO sector for example, the
types of service offered range from the transactional (tracking CVs and sending
candidate letters) to the highly strategic, including global workforce planning,
identifying talent gaps, and helping to establish talent management strategy.
Some providers also offer state-of-the-art technologies that can help the HR
function to be more effective and play a more strategic role in the organisation
at a time when internal budget for HRIT is hard to come by. As professionals
have become used to using social networking services and mobile apps to
organise their personal lives, so they expect to be able to use the same kind
of functionality to organise their work lives and career. A number of HRO
providers have invested in social, Cloud-based and mobile-enabled systems
and can thus offer capabilities that the business is unable, or unwilling, to
implement internally.
The use of workforce analytics to drive strategic decision-making is another
key service. Providers have introduced sophisticated business intelligence
technologies and an underlying technological infrastructure that enables the
integration and aggregation of HR data for real-time analysis. This allows for
strategic modelling and the kind of analytics that contribute to the shaping of
business strategy.
The breadth and depth of HR outsourcing services available means HR
Directors need to weigh any outsourcing decision very carefully, to ensure
they are selecting the right provider – or combination of providers – for the
business’s current and future needs. The right provider can deliver much
more than cost reduction. The next section will explore some of the additional
strategic opportunities that HRO can deliver, and provide some guidance on
how to maximise those benefits.
06 Improving people strategy execution through HR outsourcing
8. Strategic opportunities of HRO
Five to ten years ago, HRO was usually considered in the context of
cost savings: how can a certain process or combination of processes
be delivered more cheaply. HRO providers were not seen as sources of
strategic advantage, and the processes most commonly outsourced were
highly transactional, such as payroll processing, pension administration and
HR helpdesk. The tools for workforce planning, talent management and
overall people strategy remained fully within the retained HR function.
Today, the picture has changed. People strategy has become a board
issue, particularly among organisations who are competing in a crowded
marketplace, whose business model depends on intellectual capital, or who
want to move rapidly into emerging markets. Increasingly, organisations
need help with critical people-related issues such as workforce planning,
succession planning, identifying talent gaps, and recruiting and retaining the
right talent.
Whilst ultimate responsibility for people strategy should always remain
within the organisation, there are many more ways in which HRO providers
can help with these issues than simply freeing up time for in-house HR staff
by taking over the management of transactional processes. Some of the
ways in which the new breed of HRO providers can help are outlined below.
• Innovative, value-add services
A number of providers now offer innovative services beyond transactional
process outsourcing, with the result that HR Directors are now looking
to HRO providers for access to strategic insight and expertise to
complement their own.
Case in Point: Offerings such as Alexander Mann’s Total Workforce
Acquisition service and the new legal service launched by UK-based
employment relations support provider Adviser Plus have enabled these
providers to increase the strategic value of their services in their respective
areas of expertise.
07 Improving people strategy execution through HR outsourcing
9. Strategic opportunities of HRO
• Local market capabilities
Organisations aiming to move fast into new territories are looking to
already-established HRO providers in those regions to take care of
everything from recruitment and relocation of talent to the establishment
of locally-compliant HR processes, systems and support infrastructure.
In such situations the outsourcer is often contracted on a shorter-term
basis to set up the local operation, drawing on its capacity in the region
and its local knowledge. Once established, the HR operation may then
be handed back to the client organisation.
• Analytics and reporting
Workforce-related decision-making is increasingly being driven by
advances in data integration, analytics, modelling, reporting and
visualisation. Many HRO service providers have invested in technologies
that integrate and cleanse their clients’ HR-related data, and provide
services and dashboards for real-time analysis, identification of trends
and gaps, and ‘what-if’ modelling. The resulting information can prove a
vital support to decision making at the highest levels.
Case in Point: HRO service providers including Logica, IBM and Accenture
have been early movers into these markets. They offer Business Intelligence
capabilities that not only provide analysis of historical ERP data but also
deliver predictive analytics as well as cross-analysis of different datasets to
uncover patterns and trends that might otherwise have go unnoticed.
• Access to enabling technologies
In recent years, HR technologies have extended beyond the back-office
to encompass a wide range of valuable workforce-facing technologies
including self-service, social networking and collaboration, as well as
mobile applications. Organisations that find it difficult to secure internal
budget for IT can leverage this kind of functionality by partnering with an
HRO provider that is committed to introducing new HR technologies as
they emerge.
Case in Point: Aon Hewitt, Capita, and ACS Xerox all now offer mobile
access to their HR services and learning services. The best offerings build
this access into the daily workflow for staff and managers, increasing levels
of engagement with the HR process.
08 Improving people strategy execution through HR outsourcing
10. Strategic opportunities of HRO
• Operational excellence
Established HRO providers have built up operational centres of
excellence deploying advanced management control and automation
approaches. Leveraging this expertise can help HR Directors achieve
the standards of operational excellence that are often aspired to within
the organisation, but require significant development and investment
to achieve. This investment draws on deep specialism in operations
management and technology enablement that HR teams and the wider
business may not possess.
Case in Point: Kelly OGC has been rigorously applying Six Sigma
approaches to its operations, and with GE as a major client has a great
reference point. Meanwhile, both Logica and Northgate Arinso have
invested heavily in Capability Maturity Model Integration (CMMI) to ensure
worldwide operational excellence. This approach drives consistency in
process and operations management, creates a platform for continuous
improvement, and delivers a framework to improve automation. This is the
kind of performance-boosting initiative that internal HR services operations
find hard to justify.
In short, today’s HRO providers often have a lot more to offer than simple
cost-reduction opportunities based on transactional process efficiency. The
next section will outline how to select the right HRO partner and how to
make the best of the capabilities and services they offer.
.
09 Improving people strategy execution through HR outsourcing
11. Best practices for HR outsourcing
To reap the full strategic benefits of HR outsourcing, HR Directors must look
beyond traditional approaches to sourcing, contracting with and working
with an HRO provider. In a traditional HR outsourcing scenario, the choice of
provider is based on cost and decided after scoring the service scope and
standards against a marking framework. At the end of the process, the chosen
provider is presented to the business as a faît accompli. Once the service is
live, the provider is then retained at arm’s length to manage administrative
processes while the HR function concentrates on strategic issues.
In order to get the best strategic support from the new breed of HRO provider,
however, HR Directors must be prepared to work much more closely with the
rest of the business and with the provider throughout the life of the contract.
This approach must begin even before a selection is made, in order to choose
the provider that is the best operational and strategic fit with the business.
Orion Partners applies its own, well-proven approach called “Sustainable
Outsourcing” to help organisations get the most strategic value from their
outsourcing agreement over the whole lifetime of the contract. Some key
elements of best practice for Sustainable Outsourcing are outlined below.
• Allow stakeholders to explore how a new HRO service could benefit
them
The services offered by HRO providers can help board executives and line
of business managers execute business strategy far more effectively. Make
sure the business is aware of the potential advantages in terms of workforce
analytics, talent acquisition and retention and workforce planning – and that
they understand how these services can help them to get the right people in
the right places at the right time. Hold workshops to ascertain how an HRO
provider could help individual lines of business achieve their objectives, and
use this insight to inform the selection process.
• Get close to your provider before making a decision
Don’t just settle for an arm’s-length due diligence approach that ticks the
boxes on visiting centres and taking references. Get close to the provider’s
management and leadership team to understand how they will fit culturally
with your organisation, whether their future roadmap fits with your own, how
and when they plan to invest in new enabling technologies, and what their
capacity is like in terms of current and future client demands. Be ambitious:
share your business’s strategic objectives with them and ask them how they
can support them over the life of the contract. Finally make sure they use
their services themselves – if they don’t practise what they preach, be careful
about being their guinea-pig!
10 Improving people strategy execution through HR outsourcing
12. Best practices for HR outsourcing
Case in Point: Logica has undergone a World Class HR transformation
programme that will allow 39,000 Logica employees in 40 countries to
take advantage of the same value-added services and innovations that the
company provides to its HRO clients. Logica’s Dynamic HR framework, based
on continually-evolving solutions from the Oracle suite of HCM products, will
deliver standardised global processes for operational efficiency, coupled with
local expertise, advanced self-service for managers and employees, and
sophisticated analytics for workforce planning and talent management. Future
innovations in the Oracle platform will be incorporated into the Dynamic HR
framework as they are developed.
Chris Sutton, Logica’s Managing Director of Global BPO, recently said
about the platform he has built for his internal and external customers: “As
is becoming best practice in HRO, Logica is committed to exploiting new
technological developments for its clients, and has chosen to standardise on
Oracle products on that basis.”
“We want to work with a software developer that provides future proofing
for our customers, that has a route map which reflects the needs of the
HR director and that stays abreast of new themes around the best way to
manage HR.”
• Ensure your internal HR team are able to take advantage of the
opportunity
The best results happen when the internal HR function and the HRO
provider work together as one team, collaborating towards the achievement
of defined strategic (and combined) objectives with mutual trust and
confidence.
This means ensuring that the internal HR team have the right skills and
mindset in place to make best use of the services offered by the provider
– even if that means redefining or creating new internal roles to take
advantage of the opportunities available. For example, if the provider is
offering sophisticated BI dashboards, make sure that internal staff know
how to use this new insight to drive strategic decisions that support the
organisation’s business objectives.
11 Improving people strategy execution through HR outsourcing
13. Best practices for HR outsourcing
• Maintain a close relationship post-contract
In order to deliver the most effective service, the HRO provider will need
to have continuous insight into your business as it grows and evolves. By
maintaining a close relationship and involving them in your decision-making,
you will find they can support your organisation better in achieving its
strategic objectives.
You may not want your provider to be party to every discussion about
HR strategy, but it is perfectly possible for HRO relationship leads to sit
on HR leadership teams if there are clear rules of engagement in place.
These should include a clear definition of the client organisation’s strategic
goals, mutually-agreed service level commitments, and a well-defined and
regularly-updated exit plan in case the relationship ceases to be beneficial.
By establishing and nurturing a close working relationship, HR Directors will
be better positioned to exploit all of the capabilities the provider can offer, and
the provider will have a depth of insight into the business that will help it to
proactively suggest new services to support its client’s growth.
Increasingly, those services will be technology-driven. The final section
examines some of the technological capabilities and innovations that enable
the new breed of HRO provider to deliver strategically-valuable services to their
client organisations.
12 Improving people strategy execution through HR outsourcing
14. The role of technology
Technology advances at a dizzying pace. In just a few short years, a wave of
new consumer technologies have transformed the way we all live and behave.
Relationships are forged and maintained through social networking and
location-based services. Banking, shopping, reading and information-sharing
are all done online. Smartphones have created an always-on culture in which
people expect to be able to conduct any digital task they want at any time they
want, and in late 2011 e-book sales overtook hardback sales, indicating the
scale and pace of the changes wrought by technology.
Consumerisation of IT
Increasingly, people who rely on these technologies in their personal lives
want to be able to use them in the workplace too. But while the willingness
is there in many organisations to exploit the latest technologies, very often
the budget and the requisite organisational agility are not. HR teams in
particular may find it difficult to get budget for new IT systems if there has
been recent investment in a large-scale HCM implementation.
The result is that employees and managers start to bypass ‘old-fashioned’
enterprise systems and use their favourite consumer tools and services to
conduct HR-related tasks. While this may get the job done, it means that
vital data is being lost to the organisation. As the ability to analyse and model
operational data becomes critical to an organisation’s success, losing important
information can have a material impact on future business performance.
Embracing innovation
With internal IT budget and resource hard to come by, due to CAPEX
restrictions in a tight economy, organisations are increasingly seeking to
partner with HRO providers who have a track record of successfully delivering
new HR technologies and a commitment to introducing new technologies as
they emerge. That commitment is now being explicitly built into contracts and
SLAs so that the client organisation can be confident it will always have the
opportunity to exploit technologies that can make a difference.
Case in Point: KPN, the Netherlands’ leading telecommunications provider,
appointed a director of HR Innovation to work closely alongside HRO partner
Logica in exploring the potential of emerging HR technologies. One of the
many benefits has been the high level of employee and manager self service,
instead of telephone interaction with the service centre. The self service, with its
context-rich Frequently Asked Questions, has been designed to enhance the
experience of employees. “Click” interaction has become more effective and
more acceptable than a phone call, and reflects demographic changes in the
KPN workforce.
13 Improving people strategy execution through HR outsourcing
15. The role of technology
Case in Point: IBM has implemented ‘chat’ services for a number of HRO
clients. This improves flexibility of access for employees by allowing them to
contact IBM service centres with quick questions and interact immediately with
a helpdesk operator without having to go through a call centre.
The ability to provide capabilities like corporate social networks, mobile
applications and enterprise collaboration can vastly increase organisation-
wide engagement with HR processes. It also means that data is captured
within enterprise systems for analysis and decision-making.
Analytics
Workforce-facing tools are not the only technological advantage that HRO
providers can deliver. Many now offer sophisticated analytics, reporting,
dashboards and data visualisation capabilities to help HR teams and
senior executives make intelligent decisions about people strategy.
Providers that have invested in integrated systems, or which have robust
tools in place for real-time data integration and business intelligence, are
well placed to help their clients make sense of the mass of operational
data they gather each day.
Data integration
Integration of data is critical to HR’s ability to draw on a “single source of truth”
for business intelligence, planning and reporting purposes. Many organisations
today run a plethora of different technologies, resulting in fragmented islands
of data that make an accurate, 360-degree view of HR information difficult to
achieve. When selecting a provider, HR Directors should look out for a robust
HR technology strategy that enables HRO and in-house technologies to
remain aligned and the data they handle to be fully integrated. The decision to
outsource should not result in data becoming fragmented, or the delivery of
valuable management information will be inhibited.
In summary, technology is increasingly central to the way people-related
tasks are conducted across the organisation and the way people-related
data is analysed to drive better decision-making. An outsourcing provider’s
technological capabilities, the stability and reliability of the technology
vendors with whom they partner, their agility to adopt new technologies, the
architecture and architectural flexibility and the proven delivery reliability of
these technologies should all be closely considered by any organisation looking
to increase its strategic advantage through HR outsourcing.
The August 2011 deal between Logica and Ahold, now well into transition,
provides a good example of how these considerations are playing out in
practice.
14 Improving people strategy execution through HR outsourcing
16. The role of technology
Case study: Logica and Ahold
In August 2011 Dutch international food retailer Ahold outsourced its HR
business processes to Logica in a contract worth $70 million over nine years.
Under the terms of the agreement, Logica provides local HR support and
presence to Ahold in the Netherlands, the Czech Republic and Slovakia, and
back office administration from its state of the art shared service facility in the
Philippines.
Ahold selected Logica to provide both transactional services (including
helpdesk, payroll and HR admin) and technology-driven value-added services
that will deliver competitive advantage in a number of ways, including:
• Rapid Business Expansion
Ahold aims to move quickly into new geographical markets outside the
Netherlands. Logica will provide a ready-made HR and payroll service
for new territories, enabling Ahold to get up and running with a global
operating model.
• Manager Productivity
One of the main challenges for a retailer is to simplify the onboarding of
new staff. Logica will deliver electronic document flows which will be fully
integrated with HR systems, enabling store managers to spend less time
on admin and more time managing the store. These will cover the full
onboarding process, from recruitment through to the issue of identity cards.
• Strategic Planning
Ahold has the option to use sophisticated workforce analytics provided by
Logica to drive decisions on everything from workforce planning to training
delivery.
• Future-Proofing
Logica conducts regular innovation boards with its HRO clients to discuss
where they can get most value from their investment in Logica and its
technology platform. It also provides a framework for adopting best
practice in HR and HR technology as it evolves, ensuring that clients
can always take advantage of new technological developments such as
predictive analytics, enterprise social networking and mobile capabilities.
At the core of Logica’s service offering is a platform based on Oracle’s suite of
HCM products, which will serve more than 90,000 Ahold employees.
15 Improving people strategy execution through HR outsourcing