Evolution and Revolution in Outsourcing HR Services...Jonathan Juan “JJ” Moreno Chief Strategy...
Transcript of Evolution and Revolution in Outsourcing HR Services...Jonathan Juan “JJ” Moreno Chief Strategy...
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Jonathan Juan “JJ” Moreno Chief Strategy and Governance Officer
Metro Retail Stores Group Inc.
Evolution and Revolution in Outsourcing HR Services
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Three Parts § Context
§ Conference Objec,ves § Strategy-‐focused HR
§ Outsourcing HR Services § History § Trends § Mo,va,ons
§ Concluding thoughts and Way Forward § Strategy Execu,on Framework
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Presentation Context
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Value in Partnerships
§ Need to leverage on partnerships § People are at the heart of partnerships § Global challenges require agility in talent management
§ Value of partnerships ü Inova,on ü Transforma,on ü Key role in business growth, transforma,on and development
§ My Take ü Conceptually I agree ü Discussion should go beyond recognizing the “value of partnerships”
but on how these “partnerships create value”
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Strategy-‐focused HR § Architecture
ü HR FuncEon-‐ Professionals with strategic competencies ü HR System -‐ High performance, strategically aligned policies & prac,ces ü Employee behaviours -‐strategically focused, mo,vated
§ Evolving Role of HR ü From administra,ve/professional to strategic partner ü A compelling need to measure HR’s influence on firm’s performance ü Importance of aligning HR architecture with the company’s strategy and
strategy execu,on effort
§ High Performance HR ü HR is a core component of the company’s strategy ü Measurement system that convincingly showcases HR’s impact on firm’s
performance
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Strategy-‐focused HR
§ Comparison of High-‐Low HR Management Quality* ü Devote considerably more resources to recrui,ng and selec,on ü Train with much greater vigor ü Do a lot more performance management and ,e compensa,on to it ü Use teams to a much greater extent ü Roughly double the number of HR profesionals per employee ü Much less likely to be unionized
§ “HR Professionals are now in the posi3on to become numerator managers (contribu3ng to top-‐line growth) rather than just denominator managers (cu>ng costs and reducing overhead)” -‐ C.K. Prahalad and Gary Hamel
*Becker, B. et al, “The HR Scorecard”, Harvard Business Review Press, 2001
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ProposiEon
“To have an impact on the firm’s performance, the HR system has to be fully intergrated into the company’s strategy
management framework. This requires HR professionals to fully understand how they can develop and enhance the strategic
capabili?es that drive successful strategy execu3on”
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Outsourcing HR Services
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Definition § A practice of having certain job function done by a external provider service instead of
having an in house department..
History of Outsourcing
In -‐ sourcing Off -‐ Shoring
Co -‐ Sourcing
Geo -‐ Sourcing
OTHER DEFINITIONS of HRO
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§ 19th to Early 20th Century – Industrial Revolution ü company owners started to outsource some services, as opposed to
keeping them in house.
§ 1970’s– Outsourcing Manufacturing ü Discovered that they could outsource the production of consumer
goods, such as clothing items, shoes, and toys.
§ 1980’s– Outsourcing Payroll Services ü Computer companies started to outsource payroll services including
billing, accounting, and word processing.
§ Outsourcing Today ü Call Center, BPO and Human Resource Outsourcing (HRO).
EvoluEon of Outsourcing
SOURCE: hXp://www.crediXoday.net/public/Brief_History_of_Outsourcing.cfm
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HR Outsourcing Trends
Switching to Cloud Process Automation Social Media Recruiting
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Top Six (6) Reasons for Outsourcing HR Functions
Reasons to Outsource HR Services
Save money
26%
Focus on Strategy
23%
Improve Compliance
22%
Lack of In house experience
18%
Improve Accuracy
18%
Technological Advances
18% Source: Society of Human Resource Management (SHRM.org)
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Most HR Functions to Outsource
Reasons to Outsource HR Services
84%
84%
74%
73%
72%
401(K) Administration
Employee Assistance/ Counselling
Retirement Planning
Pension Administration
Temporary Staffing
72% Background Checks
57% Training/ Development Program
54%
53%
Executive/ Development Coaching
Employee Benefits Administration
49% Payroll
Source: Society of Human Resource Management (SHRM.org)
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Pros and Cons of Outsourcing HR Services
Cost Saving
Efficiency/Quality Improvement
Risk Management
Strategy Delivery
In-house Expertise
Morale
Loss of Human Factor
Change Company Culture
Source : hXp://content.wisestep.com/top-‐pros-‐cons-‐outsourcing-‐hr-‐services/
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§ Recognizing the need § Work before Outsource § Choosing the Outsourcing Partner § Service Level Agreement § Open Communication § Commencing the Outsourcing Arrangement § Timely Review of On-going Services
Best PracEces in Outsourcing HR Services
Source: rishabhbpo.com
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§ Experience ü Time in Business – How long have they been doing business? ü Track Record - How successful have they been with other companies? ü Pricing - What do they charge – and how do they charge it?
§ Hiring Process ü Interview the Company - Put them through a rigorous interview process ü Management - Be sure that you are managing the process as its
happening
§ Expertise Offered ü Risk Management ü Benefits Planning ü Recruitment
Choosing the Right Partner
SOURCE: hRp://blog.peocompare.com/blog/bid/58980/Choosing-‐the-‐Right-‐HR-‐Outsourcing-‐Provider
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Concluding Thoughts and Way Forward
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Concluding thoughts
§ HR is essen,al part of any business, but when the HR func,on cannot cope with the demand, the business can suffer
§ BPO companies provide services to assist companies’ HR func,ons. It is seen as a cost effec,ve way of naviga,ng an increasingly complex HR environment.
§ Outsourcing the HR func,on must be viewed as a stratgic op,on and so the approaches and applica,ons must be tailored to fit perfectly.
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§ HR Department’s skills are best devoted to “value creating”
activities. It should have an effect on the “bottom line”
§ Process of outsourcing should not be taken lightly (A balance between cost efectiveness and level of control). The stakes are high and so are the rewards
§ The decision to outsouce and what to outsource should be largely influenced by the company’ strategy (not expedience)
§ The HR Department, therefore, should develop its own strategy and – EXECUTE IT!
Concluding Thoughts (2)
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Strategy Management Framework
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The Strategy ExecuEon Pyramid*
CLARITY
PEOPLE
ALIGNMENT GOVERNANCE
*Jonathan Juan DC Moreno developed the Strategy Execution Pyramid with the objective of simplifying and adapting to regional (ASEAN) context leading strategy-execution systems. Intellectual debt is owed to the authors of such systems for providing the fundamental analytical base of this framework.
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Clarity
• Estimate “plausible futures”: Scenario Planning • Validate/reaffirm the HR Department’s “Strategy Anchors” (i.e.
company aspirations & purpose; Mission, Vision, Values) • “Refresh”, articulate and build consensus on the HR strategy • Framing questions to help achieve clarity:
o What is our collective aspiration for the HR Function? o In the context of the aspiration, what will be our distinguishing
characteristic as a department? o How will we know if we have succeeded? o What do we need to do to deliver on the aspiration? To succeed? o How do we take this forward? Where should we focus our attention first?
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Alignment
• Effective communication of HR strategy creates a significant impact on department’s performance.
• Cascade the strategy and performance scorecards to ensure “line of sight” from the vision to action.
• Ensure alignment between operating and support units as well as with Board and external stakeholders
• Forge alignment between the HR strategy and HR department staff behavior by understanding performance drivers and the means of measuring them
• Budgets, incentives, and operational plans must be linked to the HR strategy
• Resource portfolios should be organised to ensure that adequate human and financial capital are in place to fund the HR strategy without compromising operational performance
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Source: rishabhbpo.com
Governance • Establishing a governance system for the strategy implementation (i.e
Strategy Review Meetings, Office of Strategy Management)
• Monitoring and Evaluating are critical tools which an organization uses to know when its strategy or elements of it are not working and when circumstances – in its internal environment and/or its external environment – have changed. They give management the information it needs to make decisions about changes that are necessary in its strategy.
• Specifically, monitoring and evaluating - ü identify problems and their causes; ü suggest possible solutions to problems; ü raise questions about assumptions and strategy; ü challenge strategic destination and underlying strategic objectives; ü provide information and insight; ü encourage information-driven decision-making and act based on insight; and ü increase the likelihood of a positive development difference.
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People • Many organization’s source of competitive advantage lie on their intangible assets such
as research & development, customer relationships, brand image, etc., all of which are naturally harnessed by their human capital. To fully capitalize on the value that these intangible assets create, these organizations invest on having a strong human capital management system.
• As companies experience rapid growth, it will need to have a strong Human Capital Management function that enables the efficient and effective management of the recruitment, retention and development of competent staff in its various businesses.
• In this regard, companies should prioritize and emphasize the important role of human capital development in the organization. As such, to help facilitate and sustain effective strategy execution, companies should, as much as practicable, adopt best practices in human capital management, and incorporate them in the in its HR policies and procedures.
• Specific emphasis should be on the following areas: ü Compensation and benefits; ü organizational structure and job design, ü personnel administration and systems; ü talent acquisition, selection and
utilization;
ü organizational culture development; ü employee communications and
engagement; and ü performance management
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§ First Era ü Based on physical attributes (erect a pyramid, dig a canal, fight a war,
harvest crops, etc)
§ Second Era (20th Century) ü Emphasized intelligence, experience, and past performance (IQ,
analytical, mathematical, logical)
§ Third Era (1970s) ü Competency more than intelligence (specific characteristics and skills
that helped predict outstanding performance
§ Fourth Era ü Potential to learn new skills – Volatile, complex and ambiguous
envrionment effectively makes skills and competencies insufficient.
EvoluEon of “Talent Spo]ng”*
*Fernandez-Araos, C. et al, “21st Century Talent Spotting”, Harvard Business Review, 2014
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Final Thoughts § Clarity: “You cannot manage something you cannot measure, but also, you cannot
manage something you cannot describe”
§ Alignment: “If you want to change the results, change the behavior; if you want to change the behavior, change the way you measure behavior.”
§ Governance: “People react to what is inspected not what is expected”
§ People: “Strategy execution is not about metrics, it is about change, its about people”
§ Make sure executives have a sense of ownership ; if they do not own the system, no one will;
§ It will never be perfectly aligned; its a continuous improvement process
§ Building an Strategy Focused Organization is a journey… It does not happen overnight; at least for Strategy Management, do not believe in miracles
§ Make sure executive meetings are not spontaneous; prioritise subjects that really matter. Be executives: execute!
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Thank You
Jonathan Juan “JJ” Moreno Chief Strategy and Governance Officer
Metro Retail Stores Group Inc. [email protected]