Hello friends
this question has always pondered over me. we talk about value as intangible, something that cannot be counted. HR is one aspect of business which cannot be always counted but most importantly it counts.
Can someone give me how we as HR persons tangiblise the intangible
NAval
From India, Mumbai
1this question has always pondered over me. we talk about value as intangible, something that cannot be counted. HR is one aspect of business which cannot be always counted but most importantly it counts.
Can someone give me how we as HR persons tangiblise the intangible
NAval
From India, Mumbai
VALUE-ADDED HR – BEYOND
THE DEPARTMENT WALLS
WITH HR DEPARTMENTS COVERING A MULTITUDE OF TRANSACTIONAL AND
ADMINISTRATIVE TASKS, THERE IS LITTLE TIME LEFT TO CONCENTRATE ON THE CORE
JOB OF PARTNERING WITH THE BUSINESS TO ADD REAL VALUE, WRITES DANIEL
KASMIR,HR AND CORPORATE AFFAIRS DIRECTOR EMEA, MANPOWER.
For most enterprises today, no
market is more competitive than the
market for employees. The challenge for
organisations is not only to make potential
employees aware of their company
as a good place to work, and bring the
best applicants successfully through the
recruitment and hiring process, but to
retain them, ensure their understanding
of the company’s goals and commitment
to them, and provide the environment
and structures to motivate them to give
of their best.
HR overstretched
Traditionally, HR has been tasked with
much of the responsibility for these critical
tasks. Low morale in the company? Ask
HR what they’re doing about it. In fact,
line management has at least as big a role
to play as HR in ensuring a workforce
can deliver competitive success. A genuine
partnership between the two is the ideal.
But many HR departments are expected
to cover a huge range of tasks from processing
the timesheets to working with the
Chairman to develop a CEO succession
plan. In practice the day-to-day transactional
tasks tend to squeeze out the more
strategic activities that really add value to
the business, with a 6:1 ratio of time spent.
But it doesn’t have to be so. Business
process outsourcing (BPO) has now moved
beyond the IT and finance functions to
HR. It is the fastest growing area of the
whole BPO market and will be worth
$51bn by the end of this year. A recent
Conference Board Survey1 found that over
60 per cent of companies already outsource
one or more major HR functions.
US companies are twice as likely to outsource
their HR functions as their European
counterparts; differing country legislation
and practices add a layer of complexity.
But Europe, especially the UK, is catching
up. More interestingly, respondents to the
survey are intent on outsourcing more.
The majority of those who have outsourced
are satisfied that their objectives have
been met, with less than 1 per cent of
outsourced HR functions being brought
back in-house.
Outsourcing dilemma
Even within HR, the size of the outsource
can nowadays range from basic payroll
and benefits administration to the entire
HR service, including training and development,
recruitment and retention, staff
management, benefits administration, relocation,
contracts, productivity management
and reward strategies. How do you choose
which option is the right one for your
company? Manpower provides staffing services
to over 400,000 customers, and
employment opportunities to more than
two million people per year. They are
expert in helping companies work through:
goals and objectives
current costs and benefits
likely people impacts
relevant metrics
so as to choose the right option for them.
Supporting strategy
HR buying decisions are now much more
sophisticated than they were five years
ago. Cost reduction is still a priority but
companies are finding they can get more
value added by tapping into the expertise
and technology that HR specialists can
offer to improve the HR service and free
up internal resources to support implementation
of the business strategy.
Manpower’s expertise and global reach
is already providing a bundle of outsourced
HR services to organisations as diverse as
a UK local authority and one of the
world’s largest IT companies. Manpower
specialises in providing human resources
support, leaving organisations free to concentrate
on their core business and the HR
function free to take the role of strategic
partner to the business leaders.
http://vlerick.com <link updated to site home>
From India, Mumbai
THE DEPARTMENT WALLS
WITH HR DEPARTMENTS COVERING A MULTITUDE OF TRANSACTIONAL AND
ADMINISTRATIVE TASKS, THERE IS LITTLE TIME LEFT TO CONCENTRATE ON THE CORE
JOB OF PARTNERING WITH THE BUSINESS TO ADD REAL VALUE, WRITES DANIEL
KASMIR,HR AND CORPORATE AFFAIRS DIRECTOR EMEA, MANPOWER.
For most enterprises today, no
market is more competitive than the
market for employees. The challenge for
organisations is not only to make potential
employees aware of their company
as a good place to work, and bring the
best applicants successfully through the
recruitment and hiring process, but to
retain them, ensure their understanding
of the company’s goals and commitment
to them, and provide the environment
and structures to motivate them to give
of their best.
HR overstretched
Traditionally, HR has been tasked with
much of the responsibility for these critical
tasks. Low morale in the company? Ask
HR what they’re doing about it. In fact,
line management has at least as big a role
to play as HR in ensuring a workforce
can deliver competitive success. A genuine
partnership between the two is the ideal.
But many HR departments are expected
to cover a huge range of tasks from processing
the timesheets to working with the
Chairman to develop a CEO succession
plan. In practice the day-to-day transactional
tasks tend to squeeze out the more
strategic activities that really add value to
the business, with a 6:1 ratio of time spent.
But it doesn’t have to be so. Business
process outsourcing (BPO) has now moved
beyond the IT and finance functions to
HR. It is the fastest growing area of the
whole BPO market and will be worth
$51bn by the end of this year. A recent
Conference Board Survey1 found that over
60 per cent of companies already outsource
one or more major HR functions.
US companies are twice as likely to outsource
their HR functions as their European
counterparts; differing country legislation
and practices add a layer of complexity.
But Europe, especially the UK, is catching
up. More interestingly, respondents to the
survey are intent on outsourcing more.
The majority of those who have outsourced
are satisfied that their objectives have
been met, with less than 1 per cent of
outsourced HR functions being brought
back in-house.
Outsourcing dilemma
Even within HR, the size of the outsource
can nowadays range from basic payroll
and benefits administration to the entire
HR service, including training and development,
recruitment and retention, staff
management, benefits administration, relocation,
contracts, productivity management
and reward strategies. How do you choose
which option is the right one for your
company? Manpower provides staffing services
to over 400,000 customers, and
employment opportunities to more than
two million people per year. They are
expert in helping companies work through:
goals and objectives
current costs and benefits
likely people impacts
relevant metrics
so as to choose the right option for them.
Supporting strategy
HR buying decisions are now much more
sophisticated than they were five years
ago. Cost reduction is still a priority but
companies are finding they can get more
value added by tapping into the expertise
and technology that HR specialists can
offer to improve the HR service and free
up internal resources to support implementation
of the business strategy.
Manpower’s expertise and global reach
is already providing a bundle of outsourced
HR services to organisations as diverse as
a UK local authority and one of the
world’s largest IT companies. Manpower
specialises in providing human resources
support, leaving organisations free to concentrate
on their core business and the HR
function free to take the role of strategic
partner to the business leaders.
http://vlerick.com <link updated to site home>
From India, Mumbai
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