ADP’s Global Program Director Patrick Nolot discusses main tasks involved in transitioning your organization to international Human Resources Outsourcing (HRO) in this article.
Human Resources Transformation and one of its main components, Human Resources outsourcing, are all about going from where you are to where you want to be.
Transition, the step that consists in transferring some of your tasks and processes to a service provider, is often associated with the technical implementation of a new solution.
Managing a Human Resources outsourcing project involves taking local legislation into account and making sure the new services are compliant with the relevant legislation.
There are five keys to your organization’s successful transition to international Human Resources outsourcing. These are: find a sponsor at top, develop mirror organizations in collaboration with your service provider, plan to support your subsidiaries at the local level, use shared and standard transition tools & methods, and focus tightly on data migration.
Transition to international Human Resources outsourcing is hardly an easy task. The human dimension of HRO transitioning is too often put aside and neglected, not because companies do not care but because transition to Human Resources outsourcing is usually approached from a technological angle.
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
The document provides a practical roadmap for successful outsourcing transitions with three key parts: strategic, operational, and tactical. It discusses the importance of transition management and common risks that cause failures. The strategic roadmap focuses on pre-transition planning, expectation setting, and communication. The operational roadmap centers on transition governance, performance management, and communication. The tactical roadmap drills down into monitoring, risk management, knowledge transfer, and keeping current operations running during the transition. The roadmap provides a comprehensive guide for planning and executing outsourcing transitions.
Successful Outsourcing Transitions Webinar PresentationNeo Group Inc
- What is transition management and why is it important.
- What are the common challenges to a successful outsourcing transition and how to mitigate those risks.
- What are the key components of a successful outsourcing transition and how to plan and execute each stage.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The Art of Building a Process Design TeamTroy DuMoulin
The document discusses best practices for building an effective ITSM process design team. It recommends a blended approach using both internal and external resources. Key recommendations include establishing a formal project structure, sourcing an experienced external advisor, developing a small part-time internal team, gathering feedback from stakeholders, and planning rapid deployment to drive organizational change through internal involvement and "sweat equity".
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
Organisational Maturity is an important aspect of business transformation. Knowing where you are, where you want to get to, and then undestanding the journey will determine your success. ORCA is part of the CEMMethod(tm) approach and this overview provides guidance on its deployment.
Selecting a service provider is just the start of the outsourcing journey. For
many multinational or global organizations, ensuring a successful transition to
the new service provider is a complex and difficult effort. This paper draws
from lessons learned across several global transitions covering multiple
business processes, such as finance and accounting, order management and
logistics distribution. The intent is to describe practices that worked well and
helped avoid the pitfalls. Although this paper is focused on business process
outsourcing (BPO), many of the lessons can readily be applied to information
technology (IT) outsourcing as well.
The document provides a practical roadmap for successful outsourcing transitions with three key parts: strategic, operational, and tactical. It discusses the importance of transition management and common risks that cause failures. The strategic roadmap focuses on pre-transition planning, expectation setting, and communication. The operational roadmap centers on transition governance, performance management, and communication. The tactical roadmap drills down into monitoring, risk management, knowledge transfer, and keeping current operations running during the transition. The roadmap provides a comprehensive guide for planning and executing outsourcing transitions.
Successful Outsourcing Transitions Webinar PresentationNeo Group Inc
- What is transition management and why is it important.
- What are the common challenges to a successful outsourcing transition and how to mitigate those risks.
- What are the key components of a successful outsourcing transition and how to plan and execute each stage.
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Specialized teams and automated processes in tools allowed complex work to be completed successfully using distributed agile. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The Art of Building a Process Design TeamTroy DuMoulin
The document discusses best practices for building an effective ITSM process design team. It recommends a blended approach using both internal and external resources. Key recommendations include establishing a formal project structure, sourcing an experienced external advisor, developing a small part-time internal team, gathering feedback from stakeholders, and planning rapid deployment to drive organizational change through internal involvement and "sweat equity".
This document critiques presentations that use "red herrings" to argue for agile over traditional project management approaches. It asserts that many criticisms of traditional approaches actually represent examples of bad project management practices, not limitations of the approach. The document recommends focusing on established processes for areas like problem detection, continuous improvement, and lessons learned rather than presented conjectures. It concludes that for agile to be taken seriously by business leaders, it needs to demonstrate how it improves established processes and show value in quantifiable business terms rather than anecdotal experiences.
This document discusses the qualities of an entrepreneurial project manager. It argues that entrepreneurial project managers see beyond the typical constraints of time, cost and scope, and understand how projects fit within an organization's strategic goals and culture. They are able to motivate teams by communicating the bigger picture and building strong relationships. Entrepreneurial managers also anticipate challenges and adapt to changing priorities. While they face barriers like lack of growth opportunities, organizations benefit from supporting entrepreneurial managers through training, mentoring and providing challenging assignments to help them grow with the company.
Organisational Maturity is an important aspect of business transformation. Knowing where you are, where you want to get to, and then undestanding the journey will determine your success. ORCA is part of the CEMMethod(tm) approach and this overview provides guidance on its deployment.
Flawless Project Execution The Road To Greatness For Professional Services Firmsarjencornelisse
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
This paper discusses the changing role of project managers in agile projects, and how to organize a more facilitative approach in your (IT) projects when using agile as methodology.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
The document discusses various aspects of project management from the human side. It provides 12 suggestions for improving project performance that focus on people-related factors rather than the horse itself. It then discusses key aspects of project management including the project life cycle, organizational structures, managing people, and emerging issues.
Understanding Successful Project Portfolio DeliveryJohn Hall
Businesses must continually change and adapt to remain competitive in today's rapidly changing environment. Projects are key for implementing change, and successful delivery of an organization's project portfolio is critical to achieving strategic objectives. The document discusses how more mature approaches to project portfolio management that systematically plan for success across the entire process, from strategy through implementation, tend to be more effective in delivering results. It identifies common symptoms of less mature approaches and outlines categories of maturity from informal to bureaucratic.
This document provides an overview of several agile frameworks and methodologies including Scrum, Extreme Programming (XP), Dynamic Systems Development Method (DSDM), Feature Driven Development (FDD), Crystal family of methodologies, Adaptive Software Development (ASD), Pragmatic Programming, Kanban, Scaled Agile Framework (SAFe), Disciplined Agile Delivery (DAD), Large-Scale Scrum (LESS), and Pattern Languages of Programs (PLoP). It describes the key concepts, principles, roles, and practices of each agile methodology at a high level.
Planning for and assessing an itsm programTroy DuMoulin
This document discusses planning for and assessing IT service management (ITSM) programs. It begins by noting that many IT projects fail to deliver promised value. ITSM projects in particular falter due to high dependency on organizational change. The document provides a checklist for evaluating ITSM programs, covering project governance, people plans, process plans, and technology plans. It stresses that ITSM projects require significant cultural and behavioral changes. Risk management is also important, as the greatest risks to ITSM projects stem from people and governance issues rather than technical or budgetary factors. The document aims to help readers develop successful ITSM programs by properly planning for organizational change and risk management.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
Advantages of reading the e-book:
Better understanding of basic Scrum, Agile and outsourcing method,
Understanding of the importance of group work and consequences of that approach,
Understanding of business value that comes with getting project done in Scrum,
Better understanding and need of preparedness for making a project in Scrum.
Presentation from SmartERP at the Alliance 12 Conference covering the automation of processes in PeopleSoft HCM. Coverered is Employee Onboarding, Elimination of Paper Forms, eVerify, and advanced workflow approvals.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
This document discusses the importance of building Digital Product Masters (DPMs) to help organizations adapt and succeed in today's rapidly changing environment. It argues that DPMs can help mitigate risks, reduce costs, and improve revenue. The document is presented in three parts:
Part 1 discusses how the world is accelerating and the new risks organizations face. It suggests that DPMs can help lower costs, mitigate risks, and create stronger customer lock-ins.
Part 2 explains what a DPM is and how it models activities, tools, flows, teams, capabilities, processes, technology, and people. It shows how a DPM can help align these different elements.
Part 3 will provide a case study
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
Ericka Kirkland has over 16 years of experience in IT, specializing in requirements analysis, application development, change management, service management consulting, and project/program management. She has served in roles such as application developer, system administrator, operations manager, project manager, and change management consultant. The summary provides an overview of her skills and experience across various sectors including private, public, federal, and state government organizations.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
Agile adoption is driven by the need for organizations to be able to respond quickly to changes. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Agile uses iterative and incremental development with short feedback loops to deliver working software frequently. Projects with uncertainty benefit from Agile's ability to adapt quickly. Agile roles include cross-functional team members, a product owner, and a facilitator. Common Agile practices include retrospectives, backlog preparation, daily stand-ups, and demonstrations to get frequent feedback.
Switching Relocation Providers: Seven Steps for Surviving the TransitionXONEX Relocation
Economic fluctuations, turmoil abroad, cost-cutting efforts and a need for greater service, has led many of companies to seek out new relocation partnerships. But, deciding on a new partner is only half the battle. There are still many decisions to make, and processes to set in place, in order to implement a successful switch. Download for seven steps that you can take to ensure a smooth transition.
The document outlines 8 steps to successfully launching an ERP project after vendor selection. The first step is allowing time for the vendor to assign project resources. The next steps include defining the core project team, establishing team structure and governance, holding a kickoff meeting, preparing necessary infrastructure, identifying competing initiatives, establishing a dedicated project workspace, and training the team on business process mapping. Taking these steps in the first 30 days is important to maintain project momentum after vendor selection.
Flawless Project Execution The Road To Greatness For Professional Services Firmsarjencornelisse
White Paper on flawless project execution for professional services firms. It discusses:
1) Best practices must be integrated across the entire organization to consistently deliver projects on time and under budget. Best-in-class firms are more likely to have integrated solutions based on best practices.
2) Increased competition and lower volumes are forcing firms to cut costs. Those that can deliver projects efficiently will have a long-term competitive advantage.
3) Complex projects require established best practices, yet many firms have not adapted their processes. Implementing industry-specific best practices is key to navigating future challenges.
This paper discusses the changing role of project managers in agile projects, and how to organize a more facilitative approach in your (IT) projects when using agile as methodology.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
What are the advantages of reading the e-book?
#Better understanding of basic Scrum, Agile and outsourcing method,
#Understanding of the importance of group work and consequences of that approach,
#Understanding of business value that comes with getting project done in Scrum,
#Better understanding and need of preparedness for making a project in Scrum.
The document discusses various aspects of project management from the human side. It provides 12 suggestions for improving project performance that focus on people-related factors rather than the horse itself. It then discusses key aspects of project management including the project life cycle, organizational structures, managing people, and emerging issues.
Understanding Successful Project Portfolio DeliveryJohn Hall
Businesses must continually change and adapt to remain competitive in today's rapidly changing environment. Projects are key for implementing change, and successful delivery of an organization's project portfolio is critical to achieving strategic objectives. The document discusses how more mature approaches to project portfolio management that systematically plan for success across the entire process, from strategy through implementation, tend to be more effective in delivering results. It identifies common symptoms of less mature approaches and outlines categories of maturity from informal to bureaucratic.
This document provides an overview of several agile frameworks and methodologies including Scrum, Extreme Programming (XP), Dynamic Systems Development Method (DSDM), Feature Driven Development (FDD), Crystal family of methodologies, Adaptive Software Development (ASD), Pragmatic Programming, Kanban, Scaled Agile Framework (SAFe), Disciplined Agile Delivery (DAD), Large-Scale Scrum (LESS), and Pattern Languages of Programs (PLoP). It describes the key concepts, principles, roles, and practices of each agile methodology at a high level.
Planning for and assessing an itsm programTroy DuMoulin
This document discusses planning for and assessing IT service management (ITSM) programs. It begins by noting that many IT projects fail to deliver promised value. ITSM projects in particular falter due to high dependency on organizational change. The document provides a checklist for evaluating ITSM programs, covering project governance, people plans, process plans, and technology plans. It stresses that ITSM projects require significant cultural and behavioral changes. Risk management is also important, as the greatest risks to ITSM projects stem from people and governance issues rather than technical or budgetary factors. The document aims to help readers develop successful ITSM programs by properly planning for organizational change and risk management.
The document discusses lessons for project managers in their role. It identifies project management as an "accidental profession" for two reasons: 1) project managers are often not formally selected and trained, and 2) many individuals pursue project management without defining a clear career path. It then provides 12 guidelines for project managers to address common problems, such as understanding stakeholder expectations, using flexible leadership styles, and maintaining appropriate planning. The guidelines range from understanding the project context to effective time management.
This document provides an introduction and overview of the book "Project Management: A Managerial Approach" by Jack R. Meredith and Samuel J. Mantel. It discusses the growing use of project management in business and organizations. It positions the book as taking a managerial perspective on project management rather than a technical or specialized focus. The introduction explains that the book is intended to teach students how to manage projects from a holistic viewpoint.
Agile software development is a group of software development methods in which requirements and solutions evolve through collaboration between self-organizing, cross-functional teams. It promotes adaptive planning, evolutionary development, early delivery, continuous improvement, and encourages rapid and flexible response to change.
The Agile development model is also a type of Incremental model. Software is developed in incremental, rapid cycles. This results in small incremental releases with each release building on previous functionality. Each release is thoroughly tested to ensure software quality is maintained. It is used for time critical applications.
Why outsource at all, why Scrum and how to find a perfect candidate to do the job?
Advantages of reading the e-book:
Better understanding of basic Scrum, Agile and outsourcing method,
Understanding of the importance of group work and consequences of that approach,
Understanding of business value that comes with getting project done in Scrum,
Better understanding and need of preparedness for making a project in Scrum.
Presentation from SmartERP at the Alliance 12 Conference covering the automation of processes in PeopleSoft HCM. Coverered is Employee Onboarding, Elimination of Paper Forms, eVerify, and advanced workflow approvals.
The document discusses challenges in implementing project management practices in government organizations and innovative solutions adopted. It describes establishing a Project Management Office to introduce standardized processes, estimate projects more accurately using techniques like function point analysis, measure organizational performance through metrics and models, and implement tools like RFID for effort tracking, a project tracker, and balanced scorecards. The goal is to overcome challenges like rough estimates, scope creep, and improve project delivery in terms of cost, schedule and quality.
The 7 enablers and constraints of itsm 2011 v1 finalTroy DuMoulin
The document discusses seven key enablers that are critical for the success of IT service management projects, but can also act as constraints if not properly managed. These enablers are leadership support, resources, knowledge and skills, integrated tools, ability to deploy changes, ability to affect behavioral changes, and maintaining program momentum. The document reports on research conducted in 2008 and updated in 2011 that surveyed organizations on the challenges they faced with these enablers. It found that issues with leadership, resources, and affecting behavioral changes were the most common reasons for ITSM project failures. Effective management of these constraints is important for organizations to realize the benefits of their ITSM initiatives.
The document discusses the concept of trust in project management. It defines trust and explores how trust is both simple yet complex. The challenges of generating, developing, and maintaining trust are examined. Five case studies from a project manager's experiences are presented and analyzed to illustrate how trust was used as a tool in different scenarios, including with senior management, vendors, and project team members. The analysis finds that trust is a common and potent factor in project success.
Building digital product masters to prevail in the age of accelerations parts...Jeffrey Stewart
This document discusses the importance of building Digital Product Masters (DPMs) to help organizations adapt and succeed in today's rapidly changing environment. It argues that DPMs can help mitigate risks, reduce costs, and improve revenue. The document is presented in three parts:
Part 1 discusses how the world is accelerating and the new risks organizations face. It suggests that DPMs can help lower costs, mitigate risks, and create stronger customer lock-ins.
Part 2 explains what a DPM is and how it models activities, tools, flows, teams, capabilities, processes, technology, and people. It shows how a DPM can help align these different elements.
Part 3 will provide a case study
The document discusses building a sustainable customer advocacy program. It recommends starting with identifying requirements, forming a program team, and creating a responsibility matrix. The process then focuses on delivering a tailored program to drive new customer acquisitions by shortlisting strong advocates and creating an advocacy messaging framework and outreach program. The final step is creating a tracker to monitor process efficiency and effectiveness against key performance indicators. Implementing this approach can significantly increase customer loyalty and give a competitive advantage.
Ericka Kirkland has over 16 years of experience in IT, specializing in requirements analysis, application development, change management, service management consulting, and project/program management. She has served in roles such as application developer, system administrator, operations manager, project manager, and change management consultant. The summary provides an overview of her skills and experience across various sectors including private, public, federal, and state government organizations.
This document discusses applying innovative models and theories to project management. It describes four main innovative concepts: TRIZ, morphological analysis, system concept-knowledge theory, and the method of focal objects. TRIZ involves analyzing patents to identify common inventive principles to solve problems and eliminate conflicts. Morphological analysis works backwards from outcomes to components rather than vice versa. The document argues that using these innovative models in project modeling software could provide more solution options to meet client objectives compared to current practices.
Agile adoption is driven by the need for organizations to be able to respond quickly to changes. The Agile Manifesto values individuals and interactions, working software, customer collaboration, and responding to change. Agile uses iterative and incremental development with short feedback loops to deliver working software frequently. Projects with uncertainty benefit from Agile's ability to adapt quickly. Agile roles include cross-functional team members, a product owner, and a facilitator. Common Agile practices include retrospectives, backlog preparation, daily stand-ups, and demonstrations to get frequent feedback.
Switching Relocation Providers: Seven Steps for Surviving the TransitionXONEX Relocation
Economic fluctuations, turmoil abroad, cost-cutting efforts and a need for greater service, has led many of companies to seek out new relocation partnerships. But, deciding on a new partner is only half the battle. There are still many decisions to make, and processes to set in place, in order to implement a successful switch. Download for seven steps that you can take to ensure a smooth transition.
The document outlines 8 steps to successfully launching an ERP project after vendor selection. The first step is allowing time for the vendor to assign project resources. The next steps include defining the core project team, establishing team structure and governance, holding a kickoff meeting, preparing necessary infrastructure, identifying competing initiatives, establishing a dedicated project workspace, and training the team on business process mapping. Taking these steps in the first 30 days is important to maintain project momentum after vendor selection.
HR professionals in small and mid-sized companies face increasing responsibilities but now have access to affordable cloud-based HR solutions previously only available to large enterprises. These solutions can help HR take on a more strategic role through features that consolidate HR tasks and provide people analytics insights. While exciting, selecting an HR solution requires identifying needs, planning, and staying focused on core functionality rather than flashy extras. Ongoing support is also important to choose a stable, experienced vendor.
This document discusses moving HR functions to the cloud. It identifies four main challenges in doing so: adopting new ways of thinking and working, managing organizational changes and employee support, the speed of deployment, and establishing new roles. It also notes common failures like not properly preparing for and managing change, validating data, understanding cloud specifics, and gaining buy-in. Finally, it highlights benefits like quick deployment, reduced costs, flexibility, and easy updates that organizations can realize when moving HR to the cloud.
5 Key Elements of IT Project ManagementOrangescrum
The wide range of project management, productivity, collaboration and time tracking tools in the market are testimony to it. Providing the teams with a centralized collaborative platform motivates them to deliver faster and with quality. https://blog.orangescrum.com/
This document discusses modern project management trends, including:
1. Projects are increasingly global with dispersed teams across different time zones and cultures, challenging project managers. New communication tools help facilitate collaboration.
2. Projects are becoming smaller in size due to cloud computing and shadow IT. This increases the total number of projects to manage while integrating diverse technologies.
3. Cloud-based project management tools provide a centralized place for tracking progress, enabling collaboration between dispersed teams. This facilitates management of distributed global projects.
4. Outsourcing project management services is increasing but brings challenges around responsibilities and commercial negotiations that sometimes require the client to intervene.
6 Steps to Confirm Successful Workday DeploymentZaranTech LLC
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Webinar - Transition Your Organization - The Microsoft CasePatrick Nolot
Managing the transition to multi-country HR BPO involves dealing carefully with three main tasks (or streams) at the same time: process conversion, implementation and change management and communication. But even more challenging is the integration of the human dimension related to any transition project.
During this complimentary 60 minute webcast, Bonnie Skelly, Director, International Payroll, Finance Operations at Microsoft, Barbara Paterson, Director and People Development Specialist for Paterson Consultancy Ltd., and Patrick Nolot, Global Program Director at ADP, will discuss:
• Dealing with the complexity of transitioning multi-country HR BPO projects
• Managing the three key transition streams according to a proven methodology
• Identifying the emerging challenge of international organizations’ permanent transition state
• Managing the challenges related to people and transition
• Maintaining employee engagement over time
How to implement HR software: preparing for implementationNatural HR
Implementing #HR software poses a huge opportunity for your business to streamline processes, simplify employee management, evaluate your approach to data security and much more!
Here at Natural HR, we’ve supported our customers through countless implementations of our HR software and we've found the most successful all share one common denominator: preparation. ✅
Swipe through our handy guide to discover our top advice for preparing your business for a new HR system. ➡️
For our full blueprint to a successful implementation and five simple steps to ensure your project goes without a hitch, check out the link below and download our complete guide to implementing HR software today. 👇
🔗 https://resources.naturalhr.com/implementation-ebook
Large organizations are often hesitant to switch service providers due to the short-term difficulties of transitioning. A successful transition requires transparency between organizations, dedicating resources from the new provider, comprehensive process mapping, regular communication, and clear timelines and milestones for measurement. Expeditors has developed a global transition process using experienced professionals to ensure accurate assessments are made and seamless transitions are achieved.
Webinar – Transition Your Organization
- Introduction to the Panel
- Definition of Transition
- Transformation at Microsoft
- Transition Methodology
- People and Transitioning
- Executive Sponsor Role
- Keys to Success
This document discusses approaches to implementing agile project management processes for distributed teams across multiple locations. It describes two case studies where distributed agile was successfully used. In the first case study, agile allowed for more frequent releases, reduced defects, and leveraged global talent. Best practices like daily stand-ups, estimation games, and tools like JIRA were used. The second case study involved a larger team across more locations developing mobile apps. Skill-based team structures and automated processes helped ensure success. Both cases saw benefits like improved velocity, faster turnaround, and time to market.
The document provides recommendations for improving HR operational efficiency through upgrading the HR operating model. It discusses how the current HR structure is often not agile or strategic enough due to new business challenges. The HR operating model of the future involves building robust operations teams, reinventing HR business partners as strategic talent leaders, creating problem-solving pools, and providing agile support. The first phase to achieve this future state is increasing operational efficiency, such as by improving processes, maximizing the HRIS, creating shared services, and developing operations teams. The document offers specific example actions in each of these areas.
IDC believes it is the responsibility of HR to address and deliver key elements of digital transformation, as well as transforming the HR function itself. To aid organizations in this process, IDC has identified five key trends and actions that support digital transformation and the development of HR. This tool enables HR professionals to understand the delivery roadmaps for realizing these key transformation
Commvault finding harmony in convergence | liberteksLiberteks
1) Converging infrastructure is a key initiative that requires alignment across teams to avoid divisiveness. It is important to develop cross-functional alignment on objectives and how convergence adds business value.
2) Successful convergence begins with aligning home teams on objectives, costs, and long-term vision for the converged environment. Improving data management is also a key element of moving toward convergence.
3) Developing an environment where consensus and productivity can flourish is critical for successfully managing the complexities of convergence.
Application and Project Portfolio Management is the one of key tools for senior IT executives that helps them keep all their projects and applications aligned with overall business objectives.
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3. Patrick Nolot’s Patrick Nolot,
Biography Global Program Director, ADP
Patrick is Global Program Director and is responsible for leading
multi-continent HR Outsourcing transition projects.
He has a background in managing large IT-enabled transformation
engagements of multinational organizations. He joined ADP in 2008.
Patrick immediately took charge of the implementation
of MICROSOFT Corporation’s global HR Outsourcing project
for 34 countries across Europe and Asia-Pacific. He is based in Paris
but and travels extensively throughout these regions.
He can be reached at: contact@globalhrstudio.com
Transitioning your organization to international HR Outsourcing
HR transformation and one of its main components, Transition, the step that consists in transferring
HR outsourcing, are all about going from where some of your tasks and processes to a service
you are to where you want to be. In other words, provider, is often associated with the technical
taking existing organization and processes implementation of a new solution. Even if smooth
(the “as is”) and optimizing them to better serve implementation remains a key to success,
a company’s business objectives and market it is only one aspect of successful transition
challenges (the “to be”). Very easy to understand to HR outsourcing.
but no so simple to do!
Managing the transition involves dealing with three main tasks (or streams)
at the same time:
• Process conversion
• Service implementation
• Change management and communication
These three tasks/streams need to be managed carefully according to proven
methodology in each country where you transition to HR outsourcing.
But even more challenging is the integration of the human dimension that is
related to any international transition project. You want to be sure not o leave
critical players on the sidelines.
01
4. 1 Managing the three transition streams
If you compare the average timelines terminations processes today are probably
for implementation and transition required managed differently according to the country.
to outsource accounting and purchasing processes After the outsourcing contract has been
with the time needed to do the same with HR, implemented, the termination process for each
you might be surprised. of your HR teams will be the same. This requires
gaining knowledge of local practices to converge
While outsourcing accounting and purchasing them into a global design.
processes to a service provider takes four months
on average, the transition to outsourcing HR On the other hand, accounting and purchasing
can take from 6 to 10 months in each country. are often some of the first functions
in international companies to be industrialized
Managing an HR outsourcing project involves and centralized in shared service centers in order
taking local legislation into account and making to be managed globally. When it’s time to outsource
sure the new services are compliant with them, it is then easier for a provider to literally “lift
the relevant legislation. But it also involves making and shift” those functions, considerably reducing
sure that the new processes in place are deployed the transition time.
in a consistent way company-wide. For example:
Transition Streams
02
5. So, managing HR outsourcing transition under the best possible conditions means:
• Auditing your current situation (“as is”). • Developing targeted communications.
You have to describe all your current procedures, If you work with various service providers across
time spent on them and the people involved. It is borders and plan to streamline your processes
imperative to know what exists today and identify on a regional or global scale, you will have
what needs to be outsourced. to recover your data by having them transferred
Most of the time, a company is dealing with to your new provider under optimum conditions.
several vendors, fragmented processes This can be time consuming and impact your
and systems that vary form country to country. new implementation timetable. So, target your
Some subsidiaries have structured processes; communication in order to inform your current
others just rely on their vendors to guide them. providers and anticipate issues that may occur.
This analysis of your current situation will also Communication, less technical this time,
help you, in collaboration with your service that targets managers and employees will also be
provider, to define your new desktop procedures necessary. You must make sure that your people
and responsibility matrix (“to be”). You will be can adapt to and benefit from the new
able to rely on standardized control procedures, organization. What will change in your employees’
consistent use of performance metrics, automated daily lives? How will the HR Department be
reports and benefit from reconciliation in order impacted? What stays in and what goes out?
to continue to grow. You can avoid redundant
data entry and gain efficiency by leveraging It is to be remembered that transition to HR
existing data storage tools. outsourcing often means transition to new
processes and use of new tools such as manager
• Studying all the aspects of the transition and employee online portals as well as hotlines
to a new system. In most cases, data for employees’ queries.
conversion and migration can become sources
of dissatisfaction and frustration if not carefully
thought out before the actual transition phase
starts. It is critical to know if the data that will be
transmitted to your service provider are clearly
understood and match the corresponding fields.
03
6. 2
Five keys to your organization’s
successful transition to international HRO
1 – Find a sponsor at the top 3 – Plan to support your subsidiaries
at the local level
The ideal person is someone with extensive
experience in the field and in-depth knowledge Make sure to involve local payroll/HR business
of your local entities and markets. Your job is to experts (“Subject Matter Experts”) in order to gain
evangelize your overall vision and at the same time the subsidiaries’ confidence and support from the
have someone onboard with the credibility blueprint to the testing, validation, cut-over
to support the project for the duration. and go-live phases of a country project.
This person should enjoy a reputation for successful 4 – Use shared and standard transition
execution of corporate responsibilities, be able to tools & methods
federate a project team and, most important, have
enough clout to anticipate and defuse resistance Transition to international HR outsourcing goes
at the local level. hand-in-hand with the adoption of common
methodologies and procedures for the whole
2 – Develop mirror organizations organization.
in collaboration with your service provider
To achieve this, you need to work with a service
Take the time to work on the global preparation provider who can guide you to reach that goal.
phase of your project. First, it is critical to designate Why reinvent the wheel when proven
project owners to work with your sponsor. methodologies and processes already exist
These people will be in charge of implementing for project planning, consolidated reporting,
your project for the duration. They will also be your change management and control, delivery
subsidiaries’ main contact points and must be up management, testing and interfacing?
to speed on the current steps of the project.
Bear in mind that your main objective is to align
This organization needs to be mirrored by your local practices with best practices at the regional
service provider’s project team. This will enable you and global level.
to get a grip on issues and solve them at the global,
regional or local levels. You will also be sure to have 5 – Focus tightly on data migration
people who share the same language on both sides
of the bridge. Data preparation/mapping and migration
is a stream in its own right for transitioning projects.
Some typical topics that should be defined before It has to be handled by dedicated and
starting to transition countries are general ledger knowledgeable resources in each of the countries
interface, shared design for employee and manager where HR outsourcing is adopted.
self-service (online portal) and regression testing.
04
7. 3 The human dimension of HRO transitioning
Transition to international HR outsourcing is hardly headquarters’ messages and policies are well
an easy task. How could it be when you have understood and deployed as well as provide
to manage several countries in various time zones, bottom -up feedback.
each with its own language, culture and legislation?
The human dimension of HRO transitioning
These facts underline the importance of putting is too often put aside and neglected, not because
together a dedicated project team led by project companies don’t care but because transition to HRO
managers in each region who will ensure that the is usually approached from a technological angle.
A few things to take into account:
• Cultural affinity is critical. Put some people in place who will ensure that cultural
specificities are clearly understood.
• Projects Managers are only human. They cannot be efficient 24/7. Be sure to give them
a maximum of 5 countries to manage in their region. Local times must also be taken
into account. International projects require organizing conference calls or live meetings
with people from various regions. So, some of them will have to wake up very early
in the morning or to stay up quite late in the evening. This should be the exception,
not the rule.
• International projects often cause demotivation, burn-out or resignation. Remember
that your project managers will have to juggle many parameters at the same time:
possible resistance to change, project delays, time zones, project duration etc.
The best way to anticipate potential issues and not exhaust your people before
the project is finalized is to give them the opportunity to change roles and project
assignments on a regular basis.
05
8. • Conference calls play an important role in all international projects.
People have to talk to each other, exchange information in order to be sure
they are on the same page. Too often, conference calls end up being very technical
and only project oriented. People talk to each other; some of them have never actually
met and don’t really know each other. So, it is critical to take the time to make informal
introductions to help people get to know each other. Even in a period of travel
restrictions, organizing face-to-face meetings (between global, regional and local
teams) on a regular basis can also help to solve issues and re-motivate people.
• Like a painter, sometimes it is necessary to step back from the canvas to get the big
picture in order to stabilize operations, ensure that the maximum number of processes
is shared among countries (economies of scale), and make the necessary adjustments
to the implementation methodology.
Wrap-up
• International HR outsourcing projects consist in moving from fragmented processes
and many systems and local vendors - the “as is” situation - towards standardized shared
processes and tools – the “to be” situation – that is supported by a single global service
provider and a global shared services organization.
• Managing transition projects involves handling process conversion,
service implementation and change management /communication simultaneously.
• It is critical to find a sponsor at the top who will provide legitimacy to your HRO project.
• Before rolling-out countries, organize a global preparation phase and designate global,
regional and local project owners on your side as well as the service provider’s.
• Bring local HR/payroll experts (“SMEs”) very early-on in the country transition project.
• Keep a close watch on data conversion that is a stream of tasks in its own rights.
• Bear in mind that international HRO is all about dealing with multi-countries,
multi-cultural, multi-language challenges whose outcome depend
on the human dimension.
06