Upload
others
View
0
Download
0
Embed Size (px)
Citation preview
HR Outsourcing:The operational phase
A presentation to HROA EMEAby Brad McCaw, Senior Consultant,
Towers Watson
Agenda• Towers Watson research around Outsourcing • Sourcing consideration • Our client experience shows…
2
About the HR Service Delivery SurveyTowers Watson’s 16th annual survey of HR service delivery practices that includes trends in:• HR function and organisation design• HR technology and systems• Manager self‐service• HR shared services
1025 participants across 32 countries• 34% of organisations were small‐ fewer than 5,000 employees• 18% EMEA headquartered
3
Anticipated Changes to HR Structure in 2013 or 2014
HR FUNCTION PROFILESTRUCTURE AND PROCESS Base: Those anticipating making a change in 2013 or 2014 (n = 364) 4
Top HR Service Delivery Issues by Frequency
(n = 994)
HR FUNCTION PROFILETOP HR ISSUES
5
Outsourcing Trends in 2013
of global organisations outsource their Savings Plan Administration
of global organisations outsource their Pension Retiree Services
of global organisations outsource their Pension Healthcare Services
of global organisations outsource their Employee Relations activities
of Succession Planning activities are outsourced
of global organisations outsource their Performance Management activities
The 2013 HR Service Delivery results show that Global results and EMEA HQ organisations outsource similar HR activities.
However, the results also evidence that organisations still retain key strategic HR activities in house.
6
Agenda• Towers Watson research around Outsourcing • Sourcing consideration • Our client experience shows…
7
Sourcing considerationsDefining a HR vision Sourcing and redesigning retained HR
• Focus on People Strategy
• Simplify and standardise
• Streamline global service delivery
• Develop enterprise wide capability
• Reduce total HR cost
• Drive improved process efficiency & productivity
• Build capability & scalability
• Improve customer experience
• Leverage partner’s existing organisation to move transition risk to the partner
• Reach – embedded processes (training), customer experience and working to SLA’s
• Breadth and depth of service solution
• Leadership in Innovation – service and technology
• Operating Reliability
• Delivery and Operational Excellence
• Price Agility (per employee, per transaction, etc.)
• Knowledge retention
Key Sourcing Considerations
8
Is there a need forgovernance, consistency orfiduciary responsibility?
Do business unit customersneed this service?
Does it provide acompetitive advantage?
Can someone else providethe same service cheaper
and better?
Does this servicedemonstrate economies of
scale?
Identifying where and how HR activities are best performed allows HR functions to develop a high performance service delivery model
Strategic role andservice analysis
Value analysis
Competitive advantageversus utility analysis
Deploy in most cost‐effective manner
Yes
Yes
Yes
Yes
Yes
No
No
No
No
No
HR Leadership
Eliminate
Center of Excellence
Outsource/Partner
HR Shared Service
Imbed inBusiness Unit
Organizational Implication
But outsourcing is not always about saving money…9 9
Key emerging attributes in HR Service DeliveryAvailable Focused Dynamic Logic‐Driven Analytics
On‐demand, accessible 24 X 7, high‐tech self‐service functionality
Core, standard services (likely tobe outsourced)
Focus on differentiated services that bring competitive advantage
Experts at flexing service delivery to meet variable demands
Leveraging data/ metrics across functional areas to provide an enterprise‐wide view
10
A view from Everest Group
Everest Group Research, 2013
Drivers
Challenges
• There are both buy‐ and sell‐side challenges that exist when considering outsourcing• While cost reduction remains one of the considerations, drivers, such as scalability, standardization, access to better technology,
and accelerated time‐to‐market, are important• Currently, buyers are cautious in their approach and sign a relatively short‐term contract around transactional processes
11
Agenda• Towers Watson research around Outsourcing • Sourcing consideration • Our client experience shows…
12
Our client experience shows….
…the biggest modifications to contracts are generally made to:
Basic fee structure
Increase / decrease scopeFees at risk
Inclusion of new metrics
Annual review / modification
process for SLAs
13
Our client experience shows….…changes to governance are always required as expectations are not always
aligned
Clients need to become more commercially focused
More work: Requires different, more mature, more analytical skills than anticipated
Key to success: Collaboration can be key to reducing governance processes
May require more oversight and governance than anticipated
Move away from thinking you will set it up and walk away
14
Example best practices across clients have included:
Strong and rigorous governance structure for oversight. Revise SLAs and focus on results only
Global contract model around a “pain and gain share” construct based on the right pricing model – understand the dynamics (price per employee, transaction, etc.)
Value of a selection process managed by an expert on HR outsourcing
2
1
3
Realign every year on planning and coordinating to ensure a more smooth, defect‐free year and action plan
Focus on the partnership to be more aligned, focus on innovation and re‐negotiate KPIs when necessary – more than just focusing on the issues.
5
4
15
• Appendix
Primary Responsibility for HR Activities
HR STAFFING ‐ Global
17