1 / 21

HR Outsourcing & Offshoring – A Case Study

HR Outsourcing & Offshoring – A Case Study. Bernard O’Driscoll Group HR Services Director. We will cover…. Rationale for move from internal HRSS to HRO Choosing a strategic partner Retain or Migrate? Results to date Maturing the relationship.

kacy
Download Presentation

HR Outsourcing & Offshoring – A Case Study

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. HR Outsourcing & Offshoring – A Case Study Bernard O’Driscoll Group HR Services Director

  2. We will cover… • Rationale for move from internal HRSS to HRO • Choosing a strategic partner • Retain or Migrate? • Results to date • Maturing the relationship

  3. Rationale for move from internal HRSS to HRO • Choosing a strategic partner • Retain or Migrate? • Results to date • Maturing the relationship

  4. Some Lloyds TSB HR Background • Created HR Shared Services in 2000 • Now serving 80% of Lloyds TSB Group (50,000+ staff, all 4 Divisions) moving to 90+% • Many well-established outsourced HR relationships: Healthcare, Payroll, Training, EAP, Recruitment, etc. • Strong HR record in cost reduction, service improvements, innovation and risk management

  5. Project Eclipse Headlines to Staff Feb 2006

  6. By 2008… We will have fully matured to create: • Outstanding Business Partnering • Well implemented, Industry-leading HR Policies • Best possible effectiveness and efficiency from shared services delivery …Great HR

  7. Eclipse will… • Redefine Human Resources in Lloyds TSB • Create a strategic partner for HR service delivery – with options for the future • Add significant value to the bottom line

  8. Rationale for move from internal HRSS to HRO • Choosing a strategic partner • Retain or Migrate? • Results to date • Maturing the relationship

  9. Key Sites Active Sites Planned Xansa ‘fit’ with HR in LTSB • Xansa were already partnering Lloyds TSB Group. HR Services chose them because: • Complementary culture • Good experience in UK employment practices • Strong customer base • Matched us for pace and ambition of transformation • Continuing our HR journey, not a different direction

  10. Establish Operations • Create the Vision xansa • Build Service Capability • Set the Direction lloydstsb • Develop further options • Deliver the Service • Lead the Change • Manage the Service Partnership Approach…

  11. Rationale for move from internal HRSS to HRO • Choosing a strategic partner • Retain or Migrate? • Results to date • Maturing the relationship

  12. Scope… • HR MI Production (e.g Line Manager packs) • Staff Exit/Leaver Administration • Back Office support for HR systems and Data Management • HR Technology Programme Management • Training & Administration Helpline • Outbound References • Recruitment Administration …combined Bristol/Noida operations

  13. We retain… • HR Call Centre • HR Consultants (Recruitment, Performance Mgt) • Legal Advice & Risk Management Services • HR Account Management • HR Change & Technology (now mix of LTSB/Xansa) • HR Supplier Management • UK-essential administration

  14. Implementation Approach • July 2006 - Dec 2007 • Full Programme with Group Offshoring team support • HR-wide representation on Steering Group • Co-opted experts as required (IT, Operations, etc.) • Well defined HR workstreams for each line of service

  15. Rationale for move from internal HRSS to HRO • Choosing a strategic partner • Retain or Migrate? • Results to date • Maturing the relationship

  16. Our position today • Migration almost complete and hitting ALL service standards • ‘No noise’ from users through to ‘active praise’ • India-based operations seen as extension of in-house HR Services team • HR staff have been actively supported through transition • Service Partnership is healthy and maturing

  17. Critical Success Factors • Building HR conviction in a radical idea • Implementing alongside fast-paced business change • Creating deep understanding and trust across combined UK/India HR operations • Understanding best performance measures to use in new environment • Managing Transition and keeping day-to-day service running

  18. Rationale for move from internal HRSS to HRO • Choosing a strategic partner • Retain or Migrate? • Results to date • Maturing the relationship

  19. Bringing people with you is key • Affected staff come first, always • Seeing India is worth 1000 power point slides • Always plan for technology-related glitches – and then some • Active leadership throughout the project alongside good formal Communications • Build confidence in your partner by being honest with each other

  20. Managing the Service • Migration phase used to build steady state working relationships • Monthly Service Operations Board - UK/India • Strong alignment between UK managers and Noida counterparts - weekly Operational Review meetings • Issue resolution – the true test of working partnership • Now speak of ‘HR Services’ irrespective of location

  21. HR Outsourcing & Offshoring – A Case Study Bernard O’Driscoll Group HR Services Director

More Related