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CH&Cie - HR Transformation - Teaser

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HR Department transformation in banks

Publicada em: Economia e finanças
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CH&Cie - HR Transformation - Teaser

  1. 1. Human Resources – Transformation November 2013 Stephanie Baruk + 1 646 318 2214 sbaruk@chappuishalder.com
  2. 2. Service Delivery Model: Outsourcing  Operating costs and staff expenses reduction  Access to skills and expertise not available  internally  Better service quality with a more results  oriented approach  Heightened focus on core and strategic  activities 1 3 Transformation and Optimization  drivers for HR organizations 24 Strategy: Business Partnership  Focus on more strategic activities to  make HR departments perceived as  a business partner  HR Strategy development with new  performance measures (HR  Scorecard/KRAs/KPIs) Technology: Automation  Automation of HRM systems  Cloud computing based HR systems  Advanced Analytics with predictive  modeling Efficiency: Process Redesign  HR policies, processes and frameworks  streamlining  Better alignment with the strategy  Performance metrics and service levels  monitoring Context and Stakes The changing landscape calls for a deep transformation of HR departments, moving from  administrative‐focused to business‐focused organizations 2
  3. 3. Context and Stakes The Human Resources Outsourcing Market has steadily grown over the last decade 3 – Outsourced to Aon Hewitt: HR administration,  performance management, payroll, time keeping, Health  and Welfare administration, learning, recruiting technology – Outsourced to ExcellerateHRO (ex‐EDS): call center for  employee and manager support, system support, payroll,  benefits, pension administration – ~200 employees – ~150M$ – Outsourced to FECO Adecco: recruitment process, benefits  administration, Health and Welfare administration, payroll – Outsourced to Aon Hewitt: payroll, workforce administration,  Health and Welfare administration, recruitment services,  compensation administration – Outsourced to Pinstripe the recruitment process 65% 22% 3% 55%Employee contact center 18% 5% Recruitment / staffing 35% 2% 10% 20%60% 2%43% 20% 20% Workforce data management / Analytics Payroll 40% 20% 3% 37% Benefits Administration 20% Shared services center Offshore captive center Outsourced Managed in house What is outsourced  Administrative processes are the most commonly outsourced  A distinction between core/non core and strategic/non  strategic activities is made to perform the analysis  The processes most likely to be outsourced are: • Retirement program administration  • Health and Welfare administration • Payroll • Call center • Time keeping… Breakdown by function A few examples in Financial Services
  4. 4. Context and Stakes HR Outsourcing to deliver both strategic and administrative excellence 4  Cost reduction: Reduce operating costs through the  standardization, centralization and automation of key activities;  reduce staff expenses with workforce optimization  Control improvement: Track legal and compliance risk more  effectively  Expertise: Find expertise not available internally with resources  more likely current on recent developments, especially in a context  of higher complexity and multiple regulatory environments  Capacity and flexibility: Increase process capacity without having to  bring on a number of full‐time recruiters (HR departments having  gone through numerous hiring/layoff cycles due to business  volatility)  Focus on strategic and core activities: Shift resources from  administrative to more strategic and core activities, HR department  being perceived as a strategic business partner  Service delivery improvement: Move toward a client‐service  orientation and metrics‐driven approach  New technology: Provide new technology not currently available   Process streamlining: Allow processes to be streamlined through  standardization and centralization of some activities Main benefits identifiedWhy are you outsourcing 5% 10% 15% 18% 23% 27% 33% 36% 41% 42% 44% 45% 47% 55% 56% Other To improve metrics / measurement To make up for a reduction in HR staff To avoid the cost of major investments in technology To gain access to vendor technology To make up for the lack of in house talent / expertise To allow HR staff to focus more on strategy To provide consistent / improved service delivery To reduce the number of HR staff and related staff expenses To allow the company to focus on its core business To offer additional services To streamline HR functions To gain access to vendor talent / expertise To control legal risk / improve compliance To save money / reduce operating costs
  5. 5. Context and Stakes Key Success Factors of outsourcing initiatives 5 • Transformation strategy not in line  with overall business approach • Lack of clear strategy overview • Organization not ready to support a  significant transformation initiative Strategy assessment • Ensure that transformation strategy to be established is a real lever of  the whole business strategy • Assess qualitative and quantitative benefits of the outsourcing • Perform a proper current state assessment and check the organization  “readiness“ • Resistance and lack of cooperation  from Middle Management • Outsourcing constraints not  properly identified • Difficult to identify functions to be  outsourced Feasibility study • On‐board team leaders at the beginning of the project and implement  follow‐up on a regular basis and ensure a full commitment • Analyze the existing process entirely to identify potential stickiness or  overlaps with other departments • Combine with a sub‐process analysis to make sure all opportunities are  addressed • Don’t outsource a problem, “fix then shift” rather than the reverse • Difficult to select the right  outsourcer for a long‐term  partnership • Split of accountabilities not always  clear Vendor selection and  contracting • Make sure that the outsourcer’s culture is conducive to building a  trusted working relationship and has a proven methodology aligned to  your preferred long‐term strategy • Include in the contract penalties for breaches of minimum acceptable  service standards and performance levels and put controls In place to  monitor not only activity, but outcomes • Clearly define and assign accountabilities in the SLAs • Difficulty for the in‐house teams to  apprehend who is in charge of what • ROI not delivered and late detection  of hidden costs • Quality level of services decrease  and customer dissatisfaction Transition &  Oversight • Set up a project structure with frequent committees, comprehensive  project tools and an escalation process with costs and savings tracking • Define a clear communication plan • Define KPIs to assess team’s performance on a regular basis (quality,  timeliness, workload, satisfaction…) Key Success FactorsMain takeaways 1 2 3 4

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