Countdown to the 2013 HR Technology Conference

Gary Bragar, HRO Research Director, NelsonHall

This year’s HR Technology Conference, less than 10 weeks away, will be back in Las Vegas October 7-9 (please note onsite rooms are going fast, I had to stay at alternate hotels the past two years!).

With 6,000 people from 28 countries attending last year, I continue to find it an invaluable investment of my time to:

• Attend presentations
• View technology exhibits
• Network with peers
• Meet individually with companies that I do business with and others I want to learn more about.

Presentations: Session topics include:

• Strategic View
• Talent Management
• Social in the Enterprise
• Workforce Analytics and Planning
• HCM and Workforce Management
• Recruiting
• Service Delivery
• Expert Discussions & HR Tech Talks.

Be sure to check out the agenda at: http://www.hrtechconference.com/agenda.html

Highlights of just a few of the many presentations include:

• High-Tech/High-Touch RPO: What the Doctor Ordered for Boehringer Ingelheim – presented by Corry Ioli, Executive Director, Talent Management & Acquisition, Boehringer Ingelheim and Sue Marks, CEO, Pinstripe
• Goldman Sachs Buys RPO Eyes (and Hands) for a Quarter Million Resumes! – presented by Tom Osmond, Global Head of Talent/HCM Solutions, Goldman, Sachs & Co and Regina Lee, Division President, ADP
• HR Tech Talks, presenters: I Come From the Water: Evolution of the Modern Manager, Kris Dunn, CHRO, Kineti; Clowns, Sharks, Anemone and HR – What Do They All Have in Common? Mary Sue Rogers, Global Managing Director, Talent 2
• How Mobile, Social and Gamification Tools are Improving Employee Health – presented by Barry Hall, Principal and Innovation Leader, Talent & HR Solutions, Buck Consultants and Scot Marcotte, Managing Director, Talent & HR Solutions, Buck Consultants.

Whether your company has outsourced or continues to do everything internally, there are bound to be several sessions where you can learn how to improve HR in your organization and be a better business partner. When I was on the buy-side prior to joining NelsonHall, I would attend such HR conferences to:

• Learn about the broader industry
• Think about how our HR outsourcing contract compared to others
• Get ideas on improvements we could make.

Technology Exhibits: Since technology is changing so rapidly, it is often difficult to keep up with new applications that are available. The conference is a great way to get exposed to a broad-range of recent innovations. You can stop by any booth and see a demo. There is no pressure and vendors are excited about their new products and services and are happy to show you more.

So here is your chance to make a difference at your organization; you might stumble onto a better, more user-friendly technology for example. Even if you are not the decision-maker, you can always tell your organization about it when you return and request a customized demo. Alternatively, if you are already outsourcing, you might see something that you don’t have and can bring it to your provider’s attention.

Network: The conference provides an opportunity to expand your network with others, including HR practitioners, buyers, providers and analysts, etc. In addition to the daytime events, there are evening socials too. HR deserves to have fun!

As a reader of my blog you are entitled to a discount. Just use the Promo Code HRO13 (all caps) when you register online at: http://www.HRTechConference.com/register.html to get $500 off the rack rate of $1,895. The discount does not expire until the conference ends on October 9, 2013.

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Ceridian Has a Whole New Feeling

Linda Merritt, HRO Research Analyst, NelsonHall

Ceridian just held its annual sales kick-off meeting and according to Jayson Saba, vice president of marketing strategy and analyst relations, there was “a whole new feeling of excitement.”

Ceridian Made a Big Bet

Ceridian is a mature service provider having been in payroll and HR services since 1932. So, what is causing such excitement in 2013? The answer is Dayforce HCM.

Ceridian began partnering with Dayforce in 2010, which soon led to investing in the company, and then to purchasing the company in early 2012 and forming a new business unit, Dayforce, led by David Ossip, Dayforce’s CEO.

This was a major strategic bet on SaaS as the new direction for a large portion of an already successful company with an estimated $1.5bn in revenues. How big a bet? Well, in late 2012, Ceridian made the decision to realign its sales and marketing efforts behind Dayforce HCM in North America, the company’s largest customer and revenue base!

The company will continue to support clients on its current systems and will not force migration. In fact, it will continue to invest in adding more features and functionality in key areas. Its other service lines will also continue including international payroll, benefits administration, EAP, and stored value solutions (electronic cards with preset or refillable financial value).

Dayforce HCM is a Party of One

Dayforce is a cloud-based platform built as a single application with one record, one rules engine, and zero interfaces. Real SaaS can eliminate the need to enter data in multiple systems, manage complex interfaces, and confusion about who to call when multiple vendors are involved, and it provides easier implementations.

Dayforce HCM includes:

• Payroll and tax: view, edit, fix, and preview payroll in real-time
• Workforce management: plan, schedule, and forecast labor requirements, and time tracking and compliance
• Benefits: manage enrollment, calculate eligibility, and support an unlimited number of benefit plan types
• Human resources: forms and workflows for managers and employees to manage work and life events
• Mobile: access, manage, and change schedules and other aspects of employee records including shift trading, availability, and time-off requests.

The system can scale for small, mid, and large market clients with a sweet spot in the 1,000 to 10,000 range. Ceridian already has several deployments of 15- to 30,000+ employees. Major retail clients include Aéropostale, Pier 1, and Crate & Barrel.

With a Clear Roadmap for the Future

The new system already has hundreds of clients and is available in the U.S. and Canada, and NelsonHall predicts that it will soon be expanded to the U.K. as well. We estimate Dayforce will become  the HR system of record for all of Ceridian’s HCM customers including managed and international payroll services and eventually become a global HRIS offering.

Ceridian is also working on new additions for talent management (performance management, compensation, and recruiting) and other social media features.

Nothing Succeeds Like Success

Imagine the excitement when your new system far exceeds expectations, wins awards, and delights customers. No wonder a good time was had at Ceridian’s annual sales conference!

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Can HRO be Social, Smart, Quick, and Effective?

Linda Merritt, HRO Research Analyst, NelsonHall

Smarter Workforce and Smarter Commerce are the two major themes of this year’s conference for customers and business partners at IBM Connect 2013.

IBM is Messaging, Managing, and Delivering

First, I want to complement IBM on the clarity and alignment of its strategy with action. I have not seen this level of aligned organization and action across such a large and complex corporation before.

Building out under the Smarter Planet umbrella, IBM is bundling its many products and services, coordinating internal research and development, making targeted acquisitions, working across product and organization lines, and communicating clearly in its go-to-market campaigns. Given the great number of successful Smarter Workforce client case studies being presented, the proof points are already building to show business value can be delivered.

Smarter Workforce Supports Smarter Commerce

Smarter Workforce and Smarter Commerce are each separate service lines that can be coordinated to achieve greater business impact. Each is a combination of the IBM Platform for Social Business (social networking, social analytics, and social content) bundled with other new and existing products and services. Under the hood is a myriad of product lines making it work operationally, all tied together by messaging:

• Smarter Workforce: Activate the workforce to improve productivity and unleash innovation
• Smarter Commerce: Delight customers to increase loyalty, advocacy, and revenue.

Balance Individual Focus with Collective Value

Jonathon Ferrar, IBM vice president of Smarter Workforce, talked about the need to be social, smart, quick, and effective. Other words that were used a lot included community and relationships. Connecting communities of practice and building relationships, not for social intimacy, but for learning, leveraging, and leading to delighted customers and achieve business success.

Embedded throughout the social aspects of the services is a focus on the individual user that takes into account ease of use, mobile device access, points of need, and other behavioral aspects that are built in to increase collective business value creation.

Kenexa is Key to Smarter Workforce

The Kenexa acquisition closed in December 2012 and it is already being integrated into current offerings and it will be a key to plans for enhanced Smarter Workforce services as early as the second half of 2013:

• Kenexa’s software platforms for recruiting and learning will be used for RPO and learning BPO services as well as integrated with the social business platform
• Kenexa’s behavioral science expertise will be used to inform leadership, organizational, and talent management services and add to the analytics component.

IBM’s HRO services will be impacted by the changes. New options will be available to existing and new clients as talent management, learning, and RPO are brought together.

A lot of complexity remains to be managed, but it would be great to see IBM set a new high bar for making its services, client workforces, and HRO social, smart, quick, and effective!

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What’s New Again in HRO for 2013

Linda Merritt, HRO Research Analyst, NelsonHall

Even though predictions are a perennial New Year activity, the truth is that most trends play out over many years. Most HRO “predictions” are more like annual status checks and updates.

Transformation is new again

Several aspects of our old friend, HR transformation, are back on the table for 2013:

• Operations transformation: new, upgraded, standardized, and integrated HR tools, systems, and processes
• Strategic transformation: increases in overall HR performance that improve business performance
• Accelerated transformation: the cycle of transition, standardization, and improvement needs to move at a faster pace than ever; which provider can help you get where you want to go with a track record of getting there faster?

A return to transformation fits with our NelsonHall 2013 HRO trend of value balancing cost and pent up demand for improved operations.

Even with more client and vendor maturity this go-around, we need to ensure that strategic HR transformation goes hand-in-hand with the evolution of the retained staff, HR generalists, and service delivery operations. One can either leverage and empower the other or hold back real progress in both.

Evolution and the use of new HR technologies  

Rapid technology advancement continues across all HRO services and within in each service line, providing a great opportunity for HRO buyers and a challenge for HRO service providers.

• Easy access: mobility, bring-your-own-device, and cloud-based SaaS impacts every business including HR BPO. Increasingly, not only clients, but end users are expecting the same types of access and functionality from HR as they experience elsewhere.
  • HRO providers with modern platforms can bring these technologies to clients and their employees faster and at less overall cost
  • Service provider investments and the rapid pace of introduction add cost and stress to release cycles for services rapidly becoming table stakes which could pressure margins.
• Emerging technologies: social media and analytics are new transformation tools, potentially powerful ways to improve performance of HR services and produce business results.
  • RPO leads in integrating the use of social media in recruiting, which helps RPO become a value play in the war for talent. This is a win-win: improved recruiting for clients and fuel for growth for vendors
  • Leading vendors with an active client community including early adopters will be able to create and test new and effective ways to leverage the new technologies that then can be added to service offerings. Learning vendors are already experimenting with effectively incorporating social media and gamification
  • Investments in leading-edge technologies that have not yet found breakthrough acceptance require a long view of growth and profitability, a risk that not all service providers are willing or able to take on.

From the most basic cost-reducing transactions to advanced partnerships in HR transformation, the full and growing range of HRO services has something for every organization in 2013.

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Update on Shared Services and HRO

I am on the Human Resources Outsourcing Association (HROA) Publications and Practices Committee and for the November meeting our hot topic was an update on shared services and HRO.

Linda Merritt, HRO Research Analyst, NelsonHall

Value Delivered

All three guest speakers agreed that HR shared services organizations (SSO) remain one of the core transformation trends in HR. Colin Brennan, Aon Hewitt product management and strategy VP, sees that the movement to SSOs and HRO is focusing more on value delivered and less on pure cost.  Clients want to improve both the cost and quality of services like talent management, recruiting, and learning. Clients also want to measure and manage HR issues across the enterprise, whether it is various operating divisions or regions of the world.

Tech Talks

Maribeth Sivak, a principal consultant with ISG, also sees an uptick in interest in SSOs and HRO, but as a follow on to HR technology decisions.  Many companies are facing major and costly upgrades in core HR technology systems, which create the opportunity to consider consolidation into shared services including HRO. Cost is a key driver, of course, but so is a desire to improve the employee experience with mobile and social capabilities as well as improve HR with access to more HR analytics.

Major technology costs also open the door for considering new vendor-provided systems and even SaaS. As SaaS offerings move “up stack” there is and will be a call for BPO service support.

The Chicken or the Egg

What comes first, shared services or HRO? Some start with HRO and others create SSOs first. Either way, clients usually want to get their arms around what they can do first and then look to optimize and increase velocity, often ending up with a blend of both.

At KellyOCG, Kathleen Bienkowski, global shared services VP, sees some organizations that start with shared services continue to evolve into multi-functional general business services as they mature. KellyOCG has its own showcase that demonstrates many of the aspects of a mature SSO: delivery centers, transaction processing, recruitment sourcing, and a knowledge center for global mobility. The contact center is outsourced to another division, Kelly Connect.

What Doesn’t Change

Each of our speakers commented on the continued need to manage major change including:

• A strong internal sponsor / champion to drive the change
• A clear vision that articulates the benefits and defines the future state delivery model
• Change management  in transition and implementation plans
• A governance structure for performance and issues management.

As both shared services and HRO reach a level of maturity, they are reaching a level of acceptance with less perceived risk in the decision, value is balancing the focus on cost, and pent up technology needs will be opening the door to opportunity. All in all, a great update with plenty of good news!

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HR Tech Another Success: Part I

Gary Bragar, HRO Research Director, NelsonHall

HR Tech was again a very worthwhile investment of my time. Here are some highlights of the new Outsourcing Track presentations I attended:

• Cisco Uses RPO to Help Hire Up to 15,000 a Year:Using a hybrid co-ownership model, the Randstad Sourceright recruitment team works alongside the Cisco recruitment team to provide services including sourcing, recruiting, and onboarding. Services provided are primarily in the Americas, but may expand into EMEA and possibly Asia where Randstad Sourceright has a presence. Using the hybrid model, Cisco has been able to cut its $120m talent acquisition spend in half.
  • Mark Hamberlin, VP HR Global Staffing, Cisco
  • Rebecca Callahan, President RPO, Randstad Sourceright
• Ericsson Outsources Global Payroll in Manila:Ericsson issued a RFI to 25 vendors, then created a short-list of 5, and ultimately selected Talent2. Managed payroll services provided by Talent2 for Ericsson in Southeast Asia and Oceania include 4,500 employees in 12 countries, which prior to outsourcing had 12 different payroll processes. Manila is the shared service center. Major benefits obtained by Ericsson thus far include: reduced risk management, minimized complexity of dealing with local tax laws, and ease of expanding into new countries.
  • Mark Howes, HR Director Asia Pacific, Ericsson
  • Mary Sue Rogers, Global Managing Director, HR Managed Services, Talent2
• Whirlpool Leverages RPO to Transform Talent Acquisition:Pre-RPO recruitment was decentralized and lacked consistency and methodology in its sourcing approach. Business partners were also spending a lot of time doing transactional work including screening and reviewing resumes. Kenexa’s RPO services include: sourcing, screening, administration, candidate management, creation of employment value proposition, and management of the candidate experience primarily in North America with some testing in Europe. KPI’s include: time to fill, quality of the candidate slate, diversity slate, and end-user satisfaction.
  • Lynanne Kunkel, VP of HR, Whirlpool North America
  • Rudy Karsan, CEO, Kenexa

Here are highlights from my RPO meetings:

• Pinstripe and Ochre House: Pinstripe has won 12 new RPO contracts YTD and its partner Ochre House continues to win new contracts in EMEA including North Africa and the Middle East as a result of its acquisitions of TAAHEED and Carmichael Fisher in early 2012.
• ManpowerGroup Solutions: New contract wins YTD include 40+ RPO deals globally in 20 countries. It has also expanded existing clients into new geographies including a U.S.-headquartered firm that expanded into China and Southeast Asia and a Spanish-headquartered firm that expanded throughout Europe and Latin America.
• Randstad Sourceright: Currently with ~100 RPO clients, it won 18 new contracts YTD. Four of its new wins are global deals as a result of the merger of Randstad and SFN Group, which was completed in September 2011. Its fastest growth has been in the mid-market.
• The RightThing, an ADP Company: Total RPO client count is at 80+. YTD wins include several enterprise and mid-market clients with ~50% as new clients and ~50% as existing ADP clients that added RPO services.
• WilsonHCG: Primarily serving large and mid-size clients, WilsonHCG also has small clients with <500 employees. The company has a 94% satisfaction rating with candidates and hiring managers across clients.

Stay tuned for my next blog where I will discuss additional meetings I had with Patersons, IBM, Hogan Assessments, SHL Assessments, Secova, ADP, Equifax Workforce Solutions, HireVue, and JobVite.

In the meantime, NelsonHall just published its fourth global RPO market analysis.

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Moorepay’s Roadmap to Success is in the Cloud

Linda Merritt, HRO Research Analyst, NelsonHall

Moorepay is a payroll and employment service provider in the U.K. with over 10,000 clients and it is a part of NorthgateArinso (NGA). Earlier this year I blogged about the launch of its new HR and payroll platform service for the small employer market in the U.K. This week, I spoke with Ann Fitzpatrick, Moorepay managing director, for an update.

In a brief recap, MoorepayHR is a cloud-based SaaS and BPO service built on NGA’s Preceda SaaS platform that is customized for the U.K. market and combined with Moorepay’s payroll and HR services such as employment law and health and safety advisory.

Cloud Opens the Small Employer Market

Most major HRO vendors do not attempt to reach the small employer market, which is just what Moorepay serves. Certainly small employers want professional and modern services, but until the rise of streamlined HRO platforms in the cloud, the costs were unaffordable for both clients and vendors. In the U.S., ADP has had such great success with Workforce Now, it launched a larger version called Vantage HCM. Now, employers in the U.K. can have the same level of service as larger companies at very affordable price points.

The Roadmap to Success

There are three levels of service, each with its own pricing openly displayed right on the company’s website. Payroll is available as an option with each of the service levels.  Approximately 40% of clients are currently adding payroll. In a bit of a nice surprise, ~80% of customers are choosing the highest level that comes with client services, making it a real BPO offering.

A 1Q 2013 launch is planned for the highest level of service, HR Advanced, which will add modules for talent management, recruiting, and remuneration. That will make the service more valuable for employers in the 100-400 range with more complex HR needs.

With its large base of payroll clients, Moorepay will later market the new system and services to its existing clients to allow conversion to the new system and added services.

Finally, Moorepay is receiving good support from the NGA Preceda team and they will work together to ensure the technology development roadmap is completed in the near future, including mobile and tablet access.

The Proof is in the Pudding

The new system has just reached its three-hundredth customer and all of these customers are new to Moorepay. The company now has a solid base of wins and users to move forward with its multi-stage approach to growth.

The small employer market is clearly hungry for such a service. Even before launch, there were hundreds of inquiries, and the number of inbound leads has rapidly increased. You know something is going well when customers are lining up at your door!

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RPO, A Bright Future on the Path to Business Impact

Linda Merritt, HRO Research Analyst, NelsonHall

The future of RPO is bright with growth opportunities in every area of the world. According to NelsonHall’s “HRO Market Forecast 2012 – 2013,” RPO will remain the fastest growing area within HRO.

RPO is still evolving as a service line, moving from back-office paperwork administration to the front lines of recruiting, predictive assessment, and employer brand management. Contract renewals and extensions are now a regular part of the RPO news stream. Among those with announcements of renewals and extensions are:

• Alexander Mann Services
• Capita
• Manpower Group
• Novotus
• Pinstripe.

RPO is not for the faint of heart

With great opportunity comes increased risk. Growth is seldom in a straight path upwards and RPO is also on the leading edge of any business downturn that impacts hiring. It is not uncommon to see up and down swings in revenues of 20% or more between good and bad years. RPO providers need to be ready to rock and roll incredibly fast and be flexible in responding to changes in demand while balancing its own core of subject matter expertise.

RPO is the trail blazer

It is hard for any business including HRO service lines to keep up with new technologies, global service delivery networks, social media, and open device access. To recruit highly skilled multi-generational talent anywhere on the planet, RPO needs the latest tools and technologies to bring capabilities to employers they could not easily and affordably duplicate.

RPO has a direct path to business impact

Dr. John Sullivan, a respected HR thought leader, recently said that RPO has the greatest business impact of any HR function. Dr. Sullivan is referring to The Boston Consulting Group’s (BCG) “Realizing the Value of People Management from Capability to Profitability” research that rates the relative business impact of different HR functions on growth and profitability.

This was a major study of over 4,000 respondents across 102 countries, comparing the difference in revenue growth and profit margins at firms with “very high capability” individual HR functions to the business impacts of “low capability” HR functions. The firms studied had been named to Fortune’s “100 Best Places to Work For” list at least three times in the last ten years; their stock price growth was then compared to the stock price growth of the S&P 500. The “best companies” with great HR saw their stock price increase an average of 109% when the S&P 500 rose only 10% over the last 10 years, up to 10 times higher. Wow!

BCG found that the top ten performing HR functions in rank order were:

• Recruiting
• Onboarding and retention
• Managing talent
• Employer branding
• Performance management and rewards
• Leadership development
• Mastering HR process
• Global people management and global expansion
• Enhancing employee engagement
• Providing HR shared services and outsourcing.

In addition to the good news for RPO, the broader picture is the need for integrated talent management and the boost for HR outsourcing. Great HR can and does directly support great business results, and great RPO and HRO can be a part of that success story.

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IBM Accentuates its RPO and Talent Management Offering by Acquiring Kenexa

Gary Bragar, HRO Research Director, NelsonHall

Although a bit smaller than the $1.9bn Oracle paid for Taleo (coincidentally at $46 per share as well) and the $3.4bn SAP paid for SuccessFactors, I believe that IBM’s acquisition of Kenexa, a cash transaction at $46 per share or ~$1.3bn and closing in Q4 2012, will have a much more immediate and larger impact than the aforementioned acquisitions.

Both Taleo and SuccessFactors were specifically acquired for their talent management (TM) technology. Beyond the strength of Kenexa’s technology, however, is the provision of TM services including:

• Consulting
• RPO
• Employee engagement
• Leadership development.

According to an IBM study conducted earlier this year, 71% of respondents cited “human capital” as the leading source of sustained economic value, above products and services innovation and significantly higher than technology. Kenexa, as a HCM and TM provider, will compliment IBM’s TM offering, which focuses on the full TM life cycle of attracting, developing, rewarding, and retaining talent. Specifically, IBM’s TM offering includes:

• Recruiting
• Learning
• Performance management
• Compensation
• Succession management.

In addition to its multi-process HRO (MPHRO) offering, which includes TM, IBM also specializes in providing workforce strategy transformation, social technology, and analytics to predict and measure performance.

While RPO is part of IBM’s MPHRO offering, it also provides RPO on a standalone basis to GM. Kenexa’s RPO capabilities, however, will accelerate IBM’s RPO market share, making it one of the largest RPO providers globally with clients headquartered in North America, Europe, and Asia Pacific. Kenexa also delivers RPO services in Latin America including South America in ~25% of its contracts.

Kenexa’s BrassRing technology is one of the two most widely used applicant tracking systems in RPO contracts. Kenexa also brings its Kenexa 2x Recruit platform, which in addition to recruiting and learning contains the following performance management modules:

• Goal setting
• Competencies
• Performance appraisals
• Compensation
• Career development and pathing
• Succession planning.

NelsonHall estimates that Kenexa has more than tripled the size of its RPO business since 2006 with brand name clients including Ford and multi-regional contracts with Baker Hughes and Eli Lilly.

IBM’s price of $46 per share is a 42% premium over Kenexa’s August 24^th close, but it will be well worth it. IBM is getting much more than software technology; it is getting assets, including human talent that can make a HCM difference. IBM’s plan is to combine its approach to social business, analytics, and TM to transform business processes to create smarter workforces with measureable business results. Given Kenexa’s record of growth and IBM’s experience with integrating acquisitions, this sounds like a good plan and a great business opportunity for both companies.

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Bridging Talent Management and Workforce Management with HRO

Linda Merritt, HRO Research Analyst, NelsonHall

One of the hottest topics in HR and HRO has been talent management (TM), including everything from recruiting and RPO to performance management and employee engagement. Major ERP vendors have snapped up TM software leaders to strengthen HR product lines, e.g., SAP and SuccessFactors; Oracle and Taleo. Very good moves and very on trend, but let’s not forget about the less flashy powerhouse: workforce management (WM).

TM and WM are both critical components of human capital management (HCM) and depending on definitions and models, there can be a lot of overlap. For my purpose here, TM is about the individual and the capabilities for a specific job position and WM is about groups of workers and managing multiple positions.

TM involves attracting, retaining, and developing people with the required capabilities according to requested volumes and performance management. WM involves workforce planning and forecasting the capabilities and volumes needed and day-to-day scheduling and time and attendance. It takes both processes to have the right number of people, with the right skills, in the right places, at the right time.

Let’s consider two more elements, HR analytics and ROI, that will also benefit from seamless HR systems and processes, which our dear HRO community can enable and deliver. Timely and accurate workforce data is a foundation block upon which HR is built. At least part of the drive for multi-country payroll has been to get better employee data, and there is an important feeder into payroll: time reporting. Today’s leading time and attendance systems offer great flexibility in capturing the detailed data needed for payroll plus analyses of productivity, labor costing, pricing, project billing, workforce planning, etc.

Everybody wants to tie HR and HRO to ROI. Lowering the cost of HR operations alone is not enough. We must show real impact in measurable business results. Simplifying a bit, TM supports improved business results through customer satisfaction and revenues generated; WM supports improved business results through optimizing SG&A via operations and reducing losses.

Many HRO offerings come in basic and advanced levels. HRO providers– ensure you offer both levels of time and attendance, scheduling, and attendance management services. Buyers – take the time to determine whether advanced workforce management services will not only provide better data, but will pay for itself through reductions in overtime and the impact of absences. Also, for many positions and industries, ensuring all customer-facing seats are filled at the right capacity, capability, and time has a direct link to productivity and revenues. Finally, don’t forget about compliance with wage, hour, and labor regulations where accurate records and proactive scheduling are a great defense against fines and losses.

HR and HRO in partnership can be the bridge to strengthen TM and WM across the entire human capital value chain.

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