Pulse Survey (HR Outsourcing) Shared responsibility 53 · Shared responsibility ... AHRI 2015 Pulse...

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Almost half of respondents believe their organisation will increase the scale of outsourcing in the next five years 49 % March 2016 HRMonthly 47 To view the original report or take part in current surveys, visit: ahri.com.au/reports Maintain full control of HR functions ( 50.8%) Develop expertise in house ( 34.9%) Concerns over the effect it might have on service delivered ( 33.3%) 20.1 % REPORT POSITIVE IMPACT OUTSOURCING HAS HAD THE LEAST POSITIVE IMPACT ON CAREER DEVELOPMENT OPPORTUNITIES FOR HR EMPLOYEES Access to skills not available internally ( 54.3%) Reduce operational costs ( 41.7%) Increase HR’s capacity to operate strategically ( 29.1%) WHY ORGANISATIONS CHOOSE TO OUTSOURCE WHY ORGANISATIONS WOULDN’T OUTSOURCE Employee assistance/counselling (fully or partially outsourced by 86.3%) Training and development (fully or partially outsourced by 82%) Executive development/coaching (fully or partially outsourced by 81.4%) THAT ORGANISATIONS OUTSOURCE FOLLOWED BY THE EFFECT ON THE ENGAGEMENT LEVELS OF HR EMPLOYEES WITH 33.3 % REPORTING POSITIVE IMPACT 53 % MORE THAN HALF FULLY OR PARTIALLY OUTSOURCE SOME OF THEIR HR ACTIVITIES OUTSOURCING AHRI 2015 Pulse Survey (HR Outsourcing) RESPONDENTS believe outsourcing HR has had a positive impact on the productivity of HR employees and on the ability to focus on more strategic operations 6 / 10 HR OUTSOURCING INFOGRAPHIC

Transcript of Pulse Survey (HR Outsourcing) Shared responsibility 53 · Shared responsibility ... AHRI 2015 Pulse...

Page 1: Pulse Survey (HR Outsourcing) Shared responsibility 53 · Shared responsibility ... AHRI 2015 Pulse Survey (HR Outsourcing) RESPONDENTS believe outsourcing HR has had a positive impact

Almost half of respondents believe their organisation will increase the scale of outsourcing

in the next five years

Almost half of Almost half of Almost49%

Shared responsibilityHow does the ‘uberfication’ of work affect employment law compliance?

BY JOANNA FITCH SENIOR ASSOCIATE MADDOCKS

March 2016 HRMonthly 47 To view the original report or take part in current surveys, visit: ahri.com.au/reports

• Maintain full control of HR functions (50.8%)• Develop expertise in house (34.9%)• Concerns over the effect it might have

on service delivered (33.3%)

20.1%REPORT POSITIVE IMPACT

OUTSOURCING HAS HAD THE LEASTPOSITIVE IMPACT ON CAREER DEVELOPMENT OPPORTUNITIES FOR HR EMPLOYEES

• Access to skills not available internally (54.3%)• Reduce operational costs (41.7%)• Increase HR’s capacity to operate

strategically (29.1%)

WHY ORGANISATIONS CHOOSE TO OUTSOURCE

WHY ORGANISATIONS WOULDN’T OUTSOURCE

• Employee assistance/counselling(fully or partially outsourced by 86.3%)

• Training and development(fully or partially outsourced by 82%)

• Executive development/coaching(fully or partially outsourced by 81.4%)

THAT ORGANISATIONS OUTSOURCE

FOLLOWED BY THE EFFECT ON THE ENGAGEMENT LEVELS OF HR EMPLOYEES WITH 33.3%

REPORTING POSITIVE IMPACT

53% MORE THAN HALF FULLYOR PARTIALLY OUTSOURCE

SOME OF THEIR HR ACTIVITIES

OUTSOURCINGAHRI 2015 Pulse Survey (HR Outsourcing)

RESPONDENTS believe outsourcing HR has had a positive impact on the productivity of HR employees and on

the ability to focus on more strategic operations

6/10

HR OUTSOURCING INFOGRAPHIC

53%53%53

INFOGRAPHIC

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