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Next Level Why & How To Outsource Hr
- 1. HR Solutions HRO, Why & Who should Outsource HR
- 19. INDIA Corporate Office - New Delhi The Polkas E-5, Defence Colony New Delhi-110024 E-mail: corporate@nextlevelhr.in  India (Noida Office) Block No A Sector 61 Noida-201301 +91-120-4214632 E-mail: contact@nextlevelhr.in For all enquiries, please contact: USA Global Office - Norwalk 12052 E. Imperial Hwy., Ste. 200 Norwalk, Greater Los Angeles CA 90650 Phone:+1-562-301 5515 Fax: +1-562-863-3863 E-mail: usa@nextlevelhr.in Â
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- Definitions: In-sourcing: foreign companies establish jobs in the United States; the process of retaining a business function internally Off-shoring: the relocation of business processes to a lower cost location, usually outside the company’s home country Co-sourcing: a business function is shared by mutually dependent internal staff and external resources with specialized knowledge of business function. Based on a long-term relationship with an emphasis on values traditionally associated more with "partnering" Geo-sourcing: the process of seeking expert skills in the best geographical location – whether internal or external – for each business function
- BPO expenditure likely to grow worldwide by 10% a year – from $140 billion in 2005 to $200 billion by 2010 Source: LogicaCMG, August 2005 HRO is fastest growing sement of the BPO industry. (SHRM 2005 Research Quarterly – HR Outsourcing: Reaping Strategic Value for Your Organization by Leslie Weatherly) ¾ of US companies outsourced some or all of their IT activities in 2004 – that number is likely to increase for 2005 Source: Global Outsourcing Report, March 2005 Going forward, it is projected that HR will be among fastest growing outsourced services. (SHRM 2005 Research Quarterly – HR Outsourcing: Reaping Strategic Value for Your Organization by Leslie Weatherly)
- SHRM Human Resource Outsourcing Survey Report: Almost 6 out of 10 organizations practice HR Outsourcing BUT 1/3 of organizations did not outsource any function ½ of organizations partially outsource an HR function (organization co-manages function with vendor) 2/3 of HR professionals predicted that level of outsourcing would remain same over next 5 years 1/3 expected organizations to increase level of HR Outsourcing Outousrcing favored in large-staff sized organizations – almost twice as many indicated increase in next 5 years
- HR service delivery costs high and cannot be managed down Continuing investment in technology no longer feasible Strong desire to end administration of transactions and focus on strategic work Desire to improve quality of HR services through process redesign and access to self-service platforms Strong business case can be built Other business reasons – example:geographic setup – centered vs. spread
- Is this function a core competency? Is is the best in its class? If not, it should be considered for outsourcing. Nothing is sacred. You also must have a strategic vision going into outsourcing, specified metrics to measure progress toward the vision, and real business outcomes planned to justify the outsourcing costs with benefits.
- Specialization – HRO buyers want a provider that considers them “special” and every provider has a “specialty” Globalization – global is the new trend, with even small firms having global HRO needs; global HRO providers will find a thriving market Standardization – Not all processes are unique and not all jobs are custom jobs. Standardized process and performance metrics are becoming more common and will consequently lead to better service, lower costs, and buyers that are free to focus on core competencies Regionalization – aka “Hubbing Up”; creation of corporate hubs which are the center of all activity (ex: FedEx hubs is Nashville and all packages travel through Nashville on their way to final destination) Consortia Buying – buying groups are banding together to buy BPO services; as high volume groups, they receive highly standardized services which drives continuous cost reductions Mid-market Mania – The 500-1500 employee market will continue to grow more rapidly than the Fortune 500 (20%+ annually in North America and around world) Utility model Evolution – BPO provider use will become as common as utility (gas, water, electric) use. Just as most individuals do not drill own gas or water wells, so will companies look to BPO providers to manage their utilities. Consolidation and Partnering – Extremely large trend toward provider partnering (Ex: Aon HRO’s deal with CSC for IT and Ultimate Software for mid-market payroll)
- Trends that are expected to gain momentum within next 2-5 years. Continued growth-maturation of HR Outsourcing – organizations increasingly use outsourcing as strategic business model in order to remain competitive Increasing weight of noncost factors as decision drivers – reasons behind outsourcing are strategic; companies outsource in order to gain expertise not simply to save money Continued “commodization” of many HR functions – HR services are “commoditized” and susceptible to marketplace competition s; companies engage in HRO in order lower costs/remain competitive Development of new roles for internal HR departments – HRO has changed amount and types of activities handled internally; opportunity for HR to become strategic participant within executive suite Emphasis on new career opportunities for HR professionals – more opportunities for HR to play strategic role and there are increased external HR career opportunities