{"id":9,"date":"2005-05-30T21:31:00","date_gmt":"2005-05-31T05:31:00","guid":{"rendered":"https:\/\/systematichr.com\/?p=9"},"modified":"2005-12-02T03:36:59","modified_gmt":"2005-12-02T03:36:59","slug":"how-to-make-outsourcing-work-for-you","status":"publish","type":"post","link":"https:\/\/systematichr.com\/?p=9","title":{"rendered":"How to make outsourcing work for you"},"content":{"rendered":"
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<\/o>An HR.com article written by a Dave Carlson<\/a> <\/span>from Mercer HR notes that \u201cTeaming up with a compatible partner can make a tough job easier .\u201c <\/span>(unfortunately you need $200 to get access to the actual article) <\/p>\n

<\/o>However, my rebuttal is that all the current HRO studies (the very current ones) are stating that satisfaction levels don\u2019t fluctuate by vendor. <\/span>Each vendor seems to have a broad selection of poor to excellent ratings. <\/span>It also does not show that there are major differences between \u201ccompatibility.\u201d <\/span>What does matter is the client. <\/span>Here are some components to look at:<\/p>\n

    \n
  1. Governance. <\/span>Who and how are decisions being made regarding the relationship and any processing issues that may arise. <\/span>You should consider this a partnership and not simply a vendor relationship. <\/span>Having a project manager or vendor manager is not sufficient. <\/span>Executive sponsorship must be maintained throughout the relationship.<\/li>\n
  2. Metrics. <\/span>In order to have a decent relationship, a client organization must have HUGE amounts of data. <\/span>Clients will generally state they expect similar performance at a lower cost. <\/span>However, most clients don\u2019t know how to measure that performance, and if they have not done so, cannot reasonably determine when things are going wrong. <\/span>Thus, a client ideally wants to have metrics on all processes before and after outsourcing. <\/span>This way, the partnership can establish reasonable service level agreements (SLA<\/st1>\u2019s) and appropriate costing. <\/span>Remember, it\u2019s supposed to be a win-win.<\/li>\n
  3. Dispute resolution. <\/span>There will be blips in service. <\/span>Clients really need to be reasonable. <\/span>When the client was executing the processes, there were errors and blips. <\/span>This should be expected with the outsourcer as well. <\/span>The problem is that clients feel that it\u2019s easier to blame an outsourcer rather than work with them. <\/span>Oftentimes the fault is bilateral, but in a world where the \u201ccustomer is always right\u201d this can be a difficult environment.<\/li>\n
  4. Scope of services. <\/span>The reality is still that in most HRO engagements, most large agreements are only for payroll and benefits. <\/span>There are a few that are growing to include comp, performance, etc. <\/span>However, most of these HR oriented processes are focused on self service and technology deployment. <\/span>The strategic planning is still retained by the client. <\/span>There are a couple of problems with scope. <\/span>First is that many clients want too much too soon. <\/span>Second, clients have to manage their internal staff and managers after they go live. <\/span>Once again, many will want to expect the outsourcer to perform jobs that are not in the agreement \u2013 this comes from education (or the lack of).<\/li>\n<\/ol>\n

    <\/o>My message is that if you are in an outsourcing relationship or thinking about it, make sure you do adequate preparation. <\/span>The relationship is bidirectional and should be treated as such. <\/span>These people may become the main point of contact for your employees, so treat it as a partnership and be accountable when you as a client are accountable.<\/p>\n

    <\/div>\n","protected":false},"excerpt":{"rendered":"

    An HR.com article written by a Dave Carlson from Mercer HR notes that \u201cTeaming up with a compatible partner can make a tough job easier .\u201c (unfortunately you need $200 to get access to the actual article) However, my rebuttal…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_coblocks_attr":"","_coblocks_dimensions":"","_coblocks_responsive_height":"","_coblocks_accordion_ie_support":"","footnotes":""},"categories":[17,31],"tags":[],"class_list":["post-9","post","type-post","status-publish","format-standard","hentry","category-hro","category-outsourcing"],"_links":{"self":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/9","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=9"}],"version-history":[{"count":0,"href":"https:\/\/systematichr.com\/index.php?rest_route=\/wp\/v2\/posts\/9\/revisions"}],"wp:attachment":[{"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=9"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=9"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/systematichr.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=9"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}