HRO Today Global Winter 2015 - 42

Market Insight
4. Execution phase. This is the phase where the work has
transitioned, local teams have left or redeployed, and
services are being delivered by the new organisation.
Make sure to keep subject matter experts at the BPO
facilities for a while longer. Rotate teams to make sure
that the existing team gets to understand the new
workflow and dependencies and ensure the creation of
strong ties between the HR teams.
Take steps to ensure that the new of shore teams feel a
part of the organisation. Invite them to events, include
them on important messages, and keep them engaged.
By doing so, you are setting the stage for the creation
of a cohesive team and the opportunities for process
enhancements and transition of higher value services.
5. Steady state. Many managers see this as the end of
the road. The work has transitioned, all is going well,
and excellent relations are in place. Metrics look good,
the customer base did not even know that the work
was transitioned, and when they find out, emails with
excellent reviews on the process come in. This is the
perfect time to get together with your BPO provider to
understand the view from their side of the world. What
works, what doesn't, what can be improved, eliminated
and added.
From my experience: Two months after the transition was
completed and the work for the Americas region was
transferred over to the BPO provider, I started to notice
degradation in the quality of service. Accuracy was down,
customer satisfaction down, and from month to month,
the results were dropping. My BPO partner relayed that
results will soon improve. After three months and a trip
to India, I realised the Americas team worked the night
shift and had a 59 per cent attrition rate. I wondered by
would any bright person want to work the night shift?
The answer was simple: They do it because they do not
have the expertise to get a day job. So they come, they
learn, and they leave. With the help of our BPO provider,
our night shift was quickly eliminated.
Building On a Solid Foundation
The success of any outsourcing project is very much
dependent on what an organisation does after the
transfer of work. Year one is easy: Transfer the work,
support the team, and meet your financial obligations.
There are many people waiting to see what you have
[42]
HRO TODAY GLOBAL
| WINTER 2015
done-some supportive and some not as supportive.
During year two, focus on standards and methodologies.
Establish trust and reduce the number of metrics to the
needed information only. Get the teams to know each
other, build knowledge, flow with the BPO methodology
plan, and get an understanding for what you can do
together.
In the third year, fine-tune the organisation, increase
productivity, find and eliminate unused resources, and
look at optimising the processes. By now, the team has
had over a year to deliver, and if you ask them what
they think of the delivery model, they will likely share
great ideas about improving delivery processes. These
improvements will free more money and the question
is what you do with that-training, transition more
services, and reinvest in the HR organisation.
In my experience, from the BPO transition as well as from
the restructuring of the technology and systems, the
company saved a large amount of money that could be
reinvested in other essential areas. The organisation was
introduced to a lower cost resource that can help create
the foundation for a great HR transformation where
problems can be solved faster more accurately and with a
high quality of service. The company is better positioned
for decision making and has the capabilities to put in
place the right analytics tools to make the right business
decisions.
Aare you ever done? I believe that the answer has a lot
to do with the understanding of the organisation. In my
BPO engagement, my team has moved over 400 positions
to a lower cost structure and created a very agile,
responsive, and quality-centric organisation. Whilst we
started with 400 offshore employees delivering services
to 150,000 employees, we ended up with 350 offshore
employees delivering services to 300,000 employees and
a leaner HR organisation to complement them.
So no, the work never ends. It is our jobs to be creative
and figure out how to stretch the organisation to
deliver more value to meet the needs of our customers.
The value that we can provide is only limited by our
imagination.
Dan Abouav is CEO of MapHR.

HRO Today Global Winter 2015

Table of Contents for the Digital Edition of HRO Today Global Winter 2015

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