ch&cie - hr transformation - teaser
DESCRIPTION
Service Delivery Model options for HR departments and outsourcing strategyTRANSCRIPT
Human Resources – Transformation
November 2013Stephanie Baruk + 1 646 318 2214 [email protected]
Service Delivery Model: Outsourcing
Operating costs and staff expenses reduction
Access to skills and expertise not available internally
Better service quality with a more results oriented approach
Heightened focus on core and strategic activities
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Transformation and Optimization drivers for HR organizations
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Strategy: Business Partnership
Focus on more strategic activities to make HR departments perceived as a business partner
HR Strategy development with new performance measures (HR Scorecard/KRAs/KPIs)
Technology: Automation
Automation of HRM systems
Cloud computing based HR systems
Advanced Analytics with predictive modeling
Efficiency: Process Redesign
HR policies, processes and frameworks streamlining
Better alignment with the strategy
Performance metrics and service levels monitoring
Context and StakesThe changing landscape calls for a deep transformation of HR departments, moving from administrative‐focused to business‐focused organizations
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Context and StakesThe Human Resources Outsourcing Market has steadily grown over the last decade
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– Outsourced to Aon Hewitt: HR administration, performance management, payroll, time keeping, Health and Welfare administration, learning, recruiting technology
– Outsourced to ExcellerateHRO (ex‐EDS): call center for employee and manager support, system support, payroll, benefits, pension administration
– ~200 employees
– ~150M$
– Outsourced to FECO Adecco: recruitment process, benefits administration, Health and Welfare administration, payroll
– Outsourced to Aon Hewitt: payroll, workforce administration, Health and Welfare administration, recruitment services, compensation administration
– Outsourced to Pinstripe the recruitment process
65% 22% 3%
55%Employee contact center
18%
5%
Recruitment / staffing
35%
2%
10%
20%60%
2%43% 20%
20%
Workforce data management / Analytics
Payroll 40% 20% 3% 37%
Benefits Administration
20%
Shared services centerOffshore captive centerOutsourced
Managed in house
What is outsourced
Administrative processes are the most commonly outsourced
A distinction between core/non core and strategic/non strategic activities is made to perform the analysis
The processes most likely to be outsourced are:• Retirement program administration • Health and Welfare administration• Payroll• Call center• Time keeping…
Breakdown by function
A few examples in Financial Services
Context and StakesHR Outsourcing to deliver both strategic and administrative excellence
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Cost reduction: Reduce operating costs through the standardization, centralization and automation of key activities; reduce staff expenses with workforce optimization
Control improvement: Track legal and compliance risk more effectively
Expertise: Find expertise not available internally with resources more likely current on recent developments, especially in a context of higher complexity and multiple regulatory environments
Capacity and flexibility: Increase process capacity without having to bring on a number of full‐time recruiters (HR departments having gone through numerous hiring/layoff cycles due to business volatility)
Focus on strategic and core activities: Shift resources from administrative to more strategic and core activities, HR department being perceived as a strategic business partner
Service delivery improvement:Move toward a client‐service orientation and metrics‐driven approach
New technology: Provide new technology not currently available
Process streamlining: Allow processes to be streamlined through standardization and centralization of some activities
Main benefits identifiedWhy are you outsourcing
5%
10%
15%
18%
23%
27%
33%
36%
41%
42%
44%
45%
47%
55%
56%
Other
To improve metrics / measurement
To make up for a reduction in HR staff
To avoid the cost of major investments in technology
To gain access to vendor technology
To make up for the lack of in house talent / expertise
To allow HR staff to focus more on strategy
To provide consistent / improved service delivery
To reduce the number of HR staff and related staff expenses
To allow the company to focus on its core business
To offer additional services
To streamline HR functions
To gain access to vendor talent / expertise
To control legal risk / improve compliance
To save money / reduce operating costs
Context and StakesKey Success Factors of outsourcing initiatives
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• Transformation strategy not in line with overall business approach
• Lack of clear strategy overview
• Organization not ready to support a significant transformation initiative
Strategy assessment
• Ensure that transformation strategy to be established is a real lever of the whole business strategy
• Assess qualitative and quantitative benefits of the outsourcing• Perform a proper current state assessment and check the organization
“readiness“
• Resistance and lack of cooperation from Middle Management
• Outsourcing constraints not properly identified
• Difficult to identify functions to be outsourced
Feasibility study
• On‐board team leaders at the beginning of the project and implement follow‐up on a regular basis and ensure a full commitment
• Analyze the existing process entirely to identify potential stickiness or overlaps with other departments
• Combine with a sub‐process analysis to make sure all opportunities are addressed
• Don’t outsource a problem, “fix then shift” rather than the reverse
• Difficult to select the right outsourcer for a long‐term partnership
• Split of accountabilities not always clear
Vendor selection and contracting
• Make sure that the outsourcer’s culture is conducive to building a trusted working relationship and has a proven methodology aligned to your preferred long‐term strategy
• Include in the contract penalties for breaches of minimum acceptable service standards and performance levels and put controls In place to monitor not only activity, but outcomes
• Clearly define and assign accountabilities in the SLAs
• Difficulty for the in‐house teams to apprehend who is in charge of what
• ROI not delivered and late detection of hidden costs
• Quality level of services decrease and customer dissatisfaction
Transition & Oversight
• Set up a project structure with frequent committees, comprehensive project tools and an escalation process with costs and savings tracking
• Define a clear communication plan• Define KPIs to assess team’s performance on a regular basis (quality,
timeliness, workload, satisfaction…)
Key Success FactorsMain takeaways
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