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Topic: HRO

Messages (9) Visitors (26438)


dummy
Member since 05/18/2005
HRO
07/21/2005 / 7:52 am    #1

There seems to be a significant divergence of opinion as to wheter the big HRO deals are actually saving money and providing effeciencies . Deloitte has a survey which falls into the no category , who to believe !

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1119488840367
Member since 06/22/2005
Re:HRO
08/10/2005 / 1:57 pm    #2

>There seems to be a significant divergence of opinion as to wheter the big HRO deals are actually saving money and providing effeciencies . Deloitte has a survey which falls into the no category , who to believe !

I believe they are correct.

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1119486144277
Member since 06/22/2005
Re:HRO
09/13/2005 / 9:39 am    #3

>>There seems to be a significant divergence of opinion as to wheter the big HRO deals are actually saving money and providing effeciencies . Deloitte has a survey which falls into the no category , who to believe !
>
>I believe they are correct.

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1127146148632
Member since 12/31/1969
Re:HRO
09/19/2005 / 12:30 pm    #4

>>>There seems to be a significant divergence of opinion as to wheter the big HRO deals are actually saving money and providing effeciencies . Deloitte has a survey which falls into the no category , who to believe !
>>
>>I believe they are correct.

I disagree. We recently outsourced all of our HR and are seeing a nice ROI. More importantly, we now spend our efforts on driving new business and creating new revenue streams. Why worry about a non-revenue producing department? Let someone else worry about all of those HR, employment administration, and benefit issues/headaches/etc... We used a company called Synergy if anyone is interested.

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1119475422619
Member since 06/22/2005
Re:HRO
09/27/2005 / 2:06 am    #5

>>>>There seems to be a significant divergence of opinion as to wheter the big HRO deals are actually saving money and providing effeciencies . Deloitte has a survey which falls into the no category , who to believe !
>>>
>>>I believe they are correct.
>
>I disagree. We recently outsourced all of our HR and are seeing a nice ROI. More importantly, we now spend our efforts on driving new business and creating new revenue streams. Why worry about a non-revenue producing department? Let someone else worry about all of those HR, employment administration, and benefit issues/headaches/etc... We used a company called Synergy if anyone is interested.

HOW IS YOUR HUMAN RESOURCE DEPARTMENT?
Do you ask yourself any of these questions?
 Are your policies and practices with current employment laws?
 What kinds of things can you do to save money?
 What kinds of things can you do to simplify or streamline your processes?
 How can you improve employee morale?
 Is a HRIS Computer system right for you? Which one? How do I know if it will be worth the cost?
 How do I Improve: Training, Safety, Communication, Recruitment/Retention, Rewards/Incentives programs, Performance Reviews, Employee/Labor Relations?
 How do I align HR as a better support to other departments?
 How do I implement a Continual Improvement Process to continually improve all processes and functions? What should it measure? How do I measure them?
 I have so many questions and need my HR department expertly improved and alignment but am unsure if a consultant is the right way to get it done?


Tony Alvarez, M.B.A., Bio Sketch 2005



Tony Alvarez is president and managing principal of Human Resource Solutions (HRS).

HRS, a consulting firm that helps organizations significantly improve their bottom line through Human Resource strategies. Alvarez has been in the training and consulting field for nearly twenty years working with business, government and non-profit organizations. Alvarez specializes in helping people work as teams to maximize their effectiveness. Customizing all of his work for individual clients, he implements systems to improve Human Resources, Employee Relations and training functions.


He custom designs training programs for managers, leaders, trainers, and consultants. Tony has been featured in dozens of publications including The Wall Street Journal, Harvard Management Update and Hispanic Magazine.

As a management and executive consultant, trainer he has provided services to numerous Fortune 500 Companies. General Casualty Insurance, Price water-house Coopers, American Family Insurance, Marathon Oil, Hershey Chocolate, Johnson Wax, Federal Reserve Bank, U.S. Air Force, Newport News Shipbuilding, Kohler Company, Decurion Corporation, and Pacific Theatres.

He has authored dozens of articles, including: "Creating a Successful Company Culture"(2005), "Empirical Measurement of the Human Resource Function", (2005), "Successful Team-Building",(2004), "Strategic Management", (2003), "Aligning Performance to Company Goals", (2002), "Ten Mistakes CEOs Make About Training," (2002), "TQM for Training", (1999), "Employing Best Practices for Total Quality", (1997). His articles have been translated into Spanish, Japanese, German and Dutch.

Tony holds a B.S. in Business Administration from the University of California, Riverside, and a Master´s in Business Administration (MBA) from Golden Gate University. He is an active member of the Society of Human Resource Management (SHRM), serving on the National Conference Design Committee, Consultant's Day for the past seven years, and the International Conference Design. In addition to his work with SHRM, he is also a member of the Independent Consultants Association's (ICA) Advisory Committee.

Prior to entering the private sector, Tony served as a Personnel Officer over 450 military personnel. He was charged with the creation of mission critical air bases in enemy regions. His organizational skills were credited for expediting the success of strategic military operations. He was awarded the highest award a personnel officer can receive, the "Most Outstanding Personnel Administration Officer" for all USAF bases worldwide. He was also awarded the Meritorious Service Medal and promotion to the rank of Captain. His ability to direct the strategic success of military accomplishments is reflected by his successes in the private sector.
Published Articles on: http://www.hrstrategies.blogspot.com/
Email: tonyalvarez2003@yahoo.com
Phone: 909.380.3426



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1123182864953
Member since 08/04/2005
Re:HRO
09/27/2005 / 4:58 am    #6

Hi All,

someone can send me a practical business case for HR BPO in the Admin area?
Thanks in advance for cooperation.
Best regards
Claudio.

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1119478718332
Member since 06/22/2005
HR BPO or H... R Fragmented
11/02/2006 / 9:45 am    #7

HR a Function which is distributed in the market and HR Professional gets to work on a Part of the Function and not the whole. This thus has depleted the function but risen opportunities in Market... But where is the trend taking us too.


HR Department is functioning in a segmented style and following a portion practice within a facet of the entire function, the other part of the facet is handled by the HR Department stationed at the Client End serviced by HR Consulting Firms or the Vendor Firms. This allows a growth of Consulting Firms in various facets of the department and they play within the apportioned boundary. This could be looked as a boom in the consulting business.



Though the truth is that when this industry is saturated with these consulting firms there shall be a Consolidation which would engulf them. These small-time consulting firms performing extremely well in their niche would be engulfed by a big fish and would call itself a Complete HR Department Under One Roof. Thus the Evolution of a new BPO – HR BPO



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Navjit
Member since 01/31/2007
Re: Re:HRO
09/24/2007 / 5:06 am    #8

I also disagree. I do believe that HRO can be a great success for any Company, which has large number of employees spread across geographies. There are few points which needs to taken care of:

a) It has to be a partnership approach with the servicing company.
b) A clear cut understanding what outcomes are perceived.
c) What needs to be outsourced and Insourced.
d) An experience Partner, who shares the company (outsourcer) vision.
e) Clear cut measurement matrix
f) Phase manner implementation
g) Buy-in within the organization.

We have implemented few outsourced shared services centers for organizations and have been able to deliver Quality, on time solutions, increase in Employee Satisfaction ratings. We also have been able to showcase a +ve ROI.


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sjdunphy
Member since 06/07/2010
Re: HRO
06/09/2010 / 3:18 pm    #9

My personal view based on the last 15 years of working in a mix of client-side and HRO-side roles is that one size does not fit all. Each organisation is different and it would be wrong to assume that "Administrative Excellence" is always about providing a basic commodity service. The main difference between F&A outsourcing and HR outsourcing is the level of expectations set by Line Managers and Employees about the capability of the Service Centre to handle unique people-affecting transactions and queries.

If your internal HR is a mess and you try to outsource it then you are likely to end up with an outsourced mess. There will be a level of dissatisfaction with its service but at least you will know how much it costs.

It works best when their is mutual respect and trust, plus a recognition that the services need to be run a viable business within a business.

Shaun
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