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Write You - Support Staff Outsourcing in a Developing Economy
The importance of clear differentiation for your product and service proposition cannot be overstated. Take any highly successful organisation and you will invariably find a distinctive range of products and services that deliver value and results to its customers. You most likely operate in an extremely competitive market as do most businesses today.While pricing is always a buying factor it is certainly not the only consideration in the buying decision process. You may choose to operate at a level where you are attempting to compete almost exclusively on price. Even for the largest organisations this is always a dangerous game to play. Your margins become stripped, your proposition becomes a commodity and you sacrifice adding value to your customer buying experience for a cheaper product or service.You only have to look at the retail market and the supermarket wars to gain an insight to the knife edge that many organisations are resting on. Very few are really successful. One exception to this is Tesco who over recent years have moved from a supermarket chain to a vast operation offering a complete buying experience for retail shoppers. Their customer loyalty programme may have set the scene for their recent explosion of growth.Despite price competition Tesco have clearly differentiated their approach and this can offer a leading example for every business owner however large or small their business. Every business owner can learn from their success. Tesco have successfully managed the high volume – low margin market place. Some of their greatest successes include a vast product range spanning, clothes, stationery supplies, insurance products as well as the expected array o
Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform
If you want to see new opportunities for your business and increase your decision-making speed and accuracy, begin by looking outside your own business—even outside your industry—at trends and patterns that you can apply to your own organization. Ask yourself, “How do others do what they do?” The fact is that you can learn from observing others companies’ patterns of how to change, and in turn solve problems, make decisions, and grow your business faster than ever before.A failure to recognize an impending problematic pattern can be just as devastating to a Mom & Pop business as it is to a hospital or NASA or to a CEO’s career. Enron had a pattern of corporate corruption and failure of personal responsibility. MCI had a pattern of bad investment and then later fraud to cover those bad investments. All of these things were patterns which we can look back on in retrospect, as the books are open for everybody, and from outside industries we can say, “It was obvious this was happening.” And yet the people inside the industry, the “experts,” were looking at the same patterns and could not see them. They lacked perspective from the outside, just as we, in our own industries, can fail to have the perspective on ourselves that others may have of us.So how can you improve your pattern recognition skills to enhance your business? Consider the following:Look beyond your own niche. You must be able to pull back your blinders to recognize those patterns that tell you something has changed or is about to change. Within your own company, you may have great pattern recognition and the ability to anticipate what’s going to come next, but if you can’t see outside your company’s bubble, you may be left in the s
It is a bright morning. Esi has just finished a 30-minute extensive meeting with an HR Outsourcing consultant who spoke elaborately on Support Staff Outsourcing service and the need for her bank to consider outsourcing its semi- and low-skilled workers. She watched the consultant walked out of her expansive office, sipped her cappuccino and tapped her pen softly on her table. She paused, looked at the little sunflower sitting on the top right edge of her table and smiled. She turns slightly and begins to work her fingers on the tablet keyboard? What really is Support Staff Outsourcing? Is it any different from HR Outsourcing? What value does Support Staff Outsourcing add to my bottom line? Is my organization better off without Support Staff Outsourcing? Why should I consider Support Staff Outsourcing for my organization? Esi ponders over these FAQ and urgently requires answers to enable her develop a proposal to her Managing Director for the bank to implement Support Staff Outsourcing service to drive its human resource strategy.
Traditionally, Craumer (2000) surmised that outsourcing which was originally perceived as the “ho-hum tactic for reducing the costs of back-room functions such as payroll and IT” metamorphosed into a critical management tool “in the early 90s as companies began to outsource more strategically significant functions such as manufacturing and logistics, and even product design and other innovation-related activities.”
Support Staff Outsourcing (SSO) as a branch of outsourcing is defined as a management decision whereby a client organization contracts out from within its operations its non-core support functions to an expert provider organization that will deploy its own employees to carry out these functions in the offices of the client organization. There are three parties involved the SSO process namely the client organization, provider organization and the outsourced employees. These three parties play different but equally important roles in the successful implementation of SSO. SSO service usually fails and its objectives faltered in organizations when one of the parties, particularly the outsourced staff is not effectively cultivated within the scope of the Service Level Agreement between the client organization and provider organization.
In SSO service, the client organization takes off its non-core business activities. The provider organization sends in its own trained employees to discharge these non-core functions of the business operations of the client organization. The scope of the non-core business activities varies from organization to organization depending on its size, nature of business, and market competitiveness. The non-core areas usually outsourced cover functions such as Secretaries, Guest Relations Officers, Receptionists, Administrative Assistants, Call-Centre Executives, Franchise Marketing Officers, Mailing Clerks, Cleaning Services, Sales Representatives, Clerical Duties, IT Support officers, Drivers, Dispatch Riders, Security Officers, Tellering and Bulk Tellering Staff (in financial institutions), etc.
It is commonplace in developing economies to widely engage the services of support staff for non-core functions in organizations across the services and manufacturing sectors because these functions are largely executed with little or no automation. The percentage of engagement in the public services sector, which is the oldest and largest employer of labour, is relatively high. Players in the services sector are challenged by globalization, technology and constant changes in consumer preference to deploy their capital to acquire resources (technology and process) in areas of high impact like IT, strategy and core human resources to develop capacity for organizational effectiveness. Under this circumstance, less attention is given to non-core activities, and the managers of these non-core activities in Business Support, Admin or Human Resources Department are constantly under excruciating pressure to perform with little results to show for their efforts.
Chief Executive Officers want results. They cannot understand why their Human Resources or Admin Department are under-performing and slowing down the pace of work. Now, Admin or HR Managers should realize that their traditional role of providing administrative support of business services or personnel to organizations as a cost centre exists in the realm of the past. Contemporary expectations stipulate that they move Admin or HR Department to a more strategic role as a profit-thinking function of the organization. These Managers should now create new organizational capabilities drawn from a redefinition and redeployment of HR practices, functions and professionals that leverage of the core competencies of their organizations. So, what should they do with their non-core operations? Strategic planning for market competitiveness demands that these non-core functions are outsourced to reputable and competent provider organizations that have the core capabilities to deliver results in non-core areas for the client organization.
Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform n
Postcards, like posters, are printed materials that allure its audiences because of its visually stunning graphics. It’s a medium that communicates by using images that can indeed speak a thousand words.Postcards can be used for a variety of purposes. Aside from using them as personal favors or give-aways, many companies and establishment use postcards for marketing and advertising purposes. But no matter where or how it is used, one thing remains constant – and that is an effective postcard design.A well-made postcard design can efficiently deliver any message to its audience. Such that, these must be crafted in order to gather a desirable response from the target audience. Responses such as visiting the store or establishment, going to the website, or purchasing the products and services are just some of the ideal actions postcards can solicit from its audience.There are numerous postcard designs. The web especially holds a host of samples and templates one can use or imitate to make postcard designs. No matter how you choose to create your designs, whether by borrowing certain images or styles or making one from scratch, there are vital elements you should remember in making your designs.The five elements of designing effective postcards are:Colors must adequately express the message you wish to impart to your audience. Striking colors can catch your audience’s attention. But colors must also be used in consideration with other elements of your design.Colors can indicate certain moods and affect the overall tone of your message. Red thematically speaks of anger or passion, seductiveness or boldness. Greens create a calming effect to the eyes. Oranges can induce a perso
Traditionally, Craumer (2000) surmised that outsourcing which was originally perceived as the “ho-hum tactic for reducing the costs of back-room functions such as payroll and IT” metamorphosed into a critical management tool “in the early 90s as companies began to outsource more strategically significant functions such as manufacturing and logistics, and even product design and other innovation-related activities.”
Support Staff Outsourcing (SSO) as a branch of outsourcing is defined as a management decision whereby a client organization contracts out from within its operations its non-core support functions to an expert provider organization that will deploy its own employees to carry out these functions in the offices of the client organization. There are three parties involved the SSO process namely the client organization, provider organization and the outsourced employees. These three parties play different but equally important roles in the successful implementation of SSO. SSO service usually fails and its objectives faltered in organizations when one of the parties, particularly the outsourced staff is not effectively cultivated within the scope of the Service Level Agreement between the client organization and provider organization.
In SSO service, the client organization takes off its non-core business activities. The provider organization sends in its own trained employees to discharge these non-core functions of the business operations of the client organization. The scope of the non-core business activities varies from organization to organization depending on its size, nature of business, and market competitiveness. The non-core areas usually outsourced cover functions such as Secretaries, Guest Relations Officers, Receptionists, Administrative Assistants, Call-Centre Executives, Franchise Marketing Officers, Mailing Clerks, Cleaning Services, Sales Representatives, Clerical Duties, IT Support officers, Drivers, Dispatch Riders, Security Officers, Tellering and Bulk Tellering Staff (in financial institutions), etc.
It is commonplace in developing economies to widely engage the services of support staff for non-core functions in organizations across the services and manufacturing sectors because these functions are largely executed with little or no automation. The percentage of engagement in the public services sector, which is the oldest and largest employer of labour, is relatively high. Players in the services sector are challenged by globalization, technology and constant changes in consumer preference to deploy their capital to acquire resources (technology and process) in areas of high impact like IT, strategy and core human resources to develop capacity for organizational effectiveness. Under this circumstance, less attention is given to non-core activities, and the managers of these non-core activities in Business Support, Admin or Human Resources Department are constantly under excruciating pressure to perform with little results to show for their efforts.
Chief Executive Officers want results. They cannot understand why their Human Resources or Admin Department are under-performing and slowing down the pace of work. Now, Admin or HR Managers should realize that their traditional role of providing administrative support of business services or personnel to organizations as a cost centre exists in the realm of the past. Contemporary expectations stipulate that they move Admin or HR Department to a more strategic role as a profit-thinking function of the organization. These Managers should now create new organizational capabilities drawn from a redefinition and redeployment of HR practices, functions and professionals that leverage of the core competencies of their organizations. So, what should they do with their non-core operations? Strategic planning for market competitiveness demands that these non-core functions are outsourced to reputable and competent provider organizations that have the core capabilities to deliver results in non-core areas for the client organization.
Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform
I was reminded of this story by Trish, a former colleague. I hadn’t forgotten, because it was the catalyst for a new career advancement strategy I developed. In my various human resource roles I always advise my clients to consider a range of self promotion strategies to advance their career. As a result of the case study below, I developed a new strategy to take the initiative to keep their own company employee file updated by ensuring the Human Resource Department received and recorded in their employee file a pr?cis of any new skills, qualifications or experience they had gained. This is important if they don’t want to be overlooked for promotion, considered for special projects, receive appropriate remuneration, receive a good and accurate reference, and as we will see in this “real" case study, to keep a job.Case studyJill completed a degree over an 8 year period. She graduated with a double major in commerce and information technology. However, she is a very private person and no one in her company knew she was studying. After graduation Jill stayed in the same job where her skills were not utilised, although she did apply for some jobs outside her companyAmalgamation and a new service direction for the company had been mooted for a year, and retrenchments seemed inevitable. Jill thought she would be retained; in fact she seemed confident and would never discuss it. Then one day the bad news came. She was being retrenched.The decision was made by looking at the application forms and other data in the employees’ files, such as professional development courses attended, higher duties performed and attendance records, for instance. Further, Supervisors were consulted and employees w
In SSO service, the client organization takes off its non-core business activities. The provider organization sends in its own trained employees to discharge these non-core functions of the business operations of the client organization. The scope of the non-core business activities varies from organization to organization depending on its size, nature of business, and market competitiveness. The non-core areas usually outsourced cover functions such as Secretaries, Guest Relations Officers, Receptionists, Administrative Assistants, Call-Centre Executives, Franchise Marketing Officers, Mailing Clerks, Cleaning Services, Sales Representatives, Clerical Duties, IT Support officers, Drivers, Dispatch Riders, Security Officers, Tellering and Bulk Tellering Staff (in financial institutions), etc.
It is commonplace in developing economies to widely engage the services of support staff for non-core functions in organizations across the services and manufacturing sectors because these functions are largely executed with little or no automation. The percentage of engagement in the public services sector, which is the oldest and largest employer of labour, is relatively high. Players in the services sector are challenged by globalization, technology and constant changes in consumer preference to deploy their capital to acquire resources (technology and process) in areas of high impact like IT, strategy and core human resources to develop capacity for organizational effectiveness. Under this circumstance, less attention is given to non-core activities, and the managers of these non-core activities in Business Support, Admin or Human Resources Department are constantly under excruciating pressure to perform with little results to show for their efforts.
Chief Executive Officers want results. They cannot understand why their Human Resources or Admin Department are under-performing and slowing down the pace of work. Now, Admin or HR Managers should realize that their traditional role of providing administrative support of business services or personnel to organizations as a cost centre exists in the realm of the past. Contemporary expectations stipulate that they move Admin or HR Department to a more strategic role as a profit-thinking function of the organization. These Managers should now create new organizational capabilities drawn from a redefinition and redeployment of HR practices, functions and professionals that leverage of the core competencies of their organizations. So, what should they do with their non-core operations? Strategic planning for market competitiveness demands that these non-core functions are outsourced to reputable and competent provider organizations that have the core capabilities to deliver results in non-core areas for the client organization.
Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform
How much is "market research" worth? Well, that's just another ROI question - or, it should be. If it's cheap and easy to get the research, great - you’ll take all you can get. If you have to pay for it, though, or spend too much of your time getting it, it's easy to say "I don’t really need that."But, let's not make a bigger deal out of this than it needs to be. Sure, you can buy market research, or pay someone a lot of money to collect it specifically for your business; or, you can use a little imagination and do a few simple things - often with the information that you already have - that will get you a lot closer to where you need to be than where you are now! Research can be surveys and polls and focus groups - the formal stuff that is usually time consuming and always expensive. Research can also be as simple as keeping your eyes and ears open, but in a very focused, organized, and disciplined way. There are things going on in your business every day and just having a "feel" for their impact is not sufficient. Taking the time to capture and use this information can yield huge dividends over time.Let's first come at this issue from the standpoint of what information a small business really needs and then circle back to how it can get the information and whether it's worth the effort. There are three areas that any business needs to know as much about as it possibly can - what its customers want, how much these customers are worth, and how the business' competition is trying to prevent it from accomplishing its objectives. There is no rocket science here - this is pretty straight forward stuff. Obviously, the more any business can learn about how it actually creates value for its customers and h
Chief Executive Officers want results. They cannot understand why their Human Resources or Admin Department are under-performing and slowing down the pace of work. Now, Admin or HR Managers should realize that their traditional role of providing administrative support of business services or personnel to organizations as a cost centre exists in the realm of the past. Contemporary expectations stipulate that they move Admin or HR Department to a more strategic role as a profit-thinking function of the organization. These Managers should now create new organizational capabilities drawn from a redefinition and redeployment of HR practices, functions and professionals that leverage of the core competencies of their organizations. So, what should they do with their non-core operations? Strategic planning for market competitiveness demands that these non-core functions are outsourced to reputable and competent provider organizations that have the core capabilities to deliver results in non-core areas for the client organization.
Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform
"So much of what we call management consists in making it difficult for people to work." - Peter DruckerManaging is often equated with controls rather than leading and developing a business. The manager feels more comfortable and secure when they are able to put in strict controls on everything that happens in a business organization. This is so especially of Senior Managements where the controls and directing becomes so severe that it erodes any creative freedom for the middle managers to work towards achieving the goals set out for them.Here are a few simple prescriptions to get the best out of your managers.Avoid Centralizing Decision MakingThis is perhaps one of the best ways to achieve totals control. You feel by centralizing decision making you will be able to avoid wrong decisions. While this may be so to some extent who is to prevent your own wrong decisions. Unless your managers are able to make mistakes and learn from them you will never be able to develop expertise through experience. Centralizing decision making is also the surest method to kill your business growth.Provide Working SpaceThe top management often entrust tasks and responsibilities to their subordinate managers. More often than not any specific time frames which are comfortable to achieve the given responsibilities or tasks are discussed. However in their anxiety or aggressiveness and sometimes over enthusiasm you start chasing your subordinate for action and results. If you do it too soon and too often you are severely limited the working space of your managers. They may be spending more time in complying with your commands rather than focusing on operational pri
Inadequate knowledge of HR Outsourcing has made many practitioners and users of the service to assume that HR Outsourcing is Support Staff Outsourcing (SSO) and vice versa. For the benefit of doubt, HR Outsourcing is a body of outsourcing services covering Payroll Administration, Employee Benefits, HR Management, Risk Management and Support Staff. SSO is an integral part of HR Outsourcing but not the totality. Non-core functions that can be outsourced in Payroll Administration include Annual Leave compilation/computation, taxes advisory/implementation, payslips issuance/distribution, etc. Employee Benefits are Health, Medical Claims verification, Canteen Services, Employee Satisfaction Survey, etc. HR Management includes recruiting, hiring and firing, pre-hire background checks and interview, exit interview, salary survey, manpower planning and workflow planning. Risk management covers workmen compensation, dispute resolution, health & safety and HR policy manuals. SSO entails use of support staff to perform non-core functions from Executive Assistant, Secretaries to Drivers and Cleaners.
In another development, HR Outsourcing service is usually grouped into four broad-based categories namely PEOs, BPOs, ASPs and e-services. PEO means Professional Employer Organization. BPO means Business Process Outsourcing. ASP means Application Service Providers and of course, E-services. SSO falls under the PEOs because the provider organization owns the employees it deploys to perform non-core duties in the offices of the client organizations.
Client organizations who adopt and implement SSO service model in services sector in any developing economy should expect a dividend in service delivery quality, cost reduction and increased productivity.
Provider organizations deliver value for money. Quality in service delivery is a critical aspect of the performance measurement. The Service Level Agreement (SLA) will spell out the terms, conditions and expectations of service execution and both parties in the SLA are obliged to perform their commitments. Client organization is certain to experience improvement in the context of its non-core service delivery in terms of quality of employees, turnaround time and customer service. If a client organization is not enjoying this benefit, then the provider organization is incompetent. What has happened is that the client organization has successfully created layers of inefficiency in its structure and the cost of managing such inefficiency and its exit will weigh down the objective of adopting and implementing SSO service.
A recent survey a universal bank revealed that it could save 45% in costs (both direct and indirect) if it decided to outsource an aspect of its operation functions that was managed internally by the bank’s core staff. A whopping 45%! What else can any organization bargain for? Why should a client organization pay more by direct own-and-manage model when the non-core function can be outsourced for value? Also, SSO service also has the in-built capability to predict a controlled future costs. The budget for contract and administrative fees can be planned to circumvent inflation with growth margins in order to determine exact future costs.
An organization can drive top-line performance, increase its organizational capacity and operational efficiency if it concentrates its resources of its core business. SSO service engenders improved productivity for the client organization. The client organization focuses its ability on harnessing and developing the potentials of its core employees converting them into sources of competitive advantage that yield long-term benefits. In partnership, the provider organization deploys its own core competencies to support the client organization to deliver on its non-core business areas. SSO service offers the HR Managers the flexibility and innovation they require to drive their HR agenda to achieve optimum degree of strategy execution and organizational effectiveness.
Some HR Managers argue that drawbacks of SSO service far outweigh the benefits. Is there a merit in this argument? Can the quality of service rendered by employees who are not no the payroll of the client organization guaranteed on a continuous basis? Will there not be disparity in remuneration and welfare of employees of both organizations in the SSO service model? Can the employees of the provider organization demonstrate enough work ethic or loyalty in tandem with the vision and mission of the client organization? Can the provider organization continue to supply quality staff to the client organization?
Can the provider organization vouch for the integrity of data and safety of information its employees handle in the client’s office? Will client organization enjoy high level of commitment to exceptional quality service and customer care from the employees of the provider organization? Will the employees of provider organization deployed to the offices of the client organizations well paid to avoid disruptive exit and defection to competition? How will Labour Commissions and Human Right protection agencies interpret the tripartite relationship of the parties in SSO service - casualization of labour, exploitation or contract staffing? What are the legal implications of adopting the SSO service model? How does the provider organization handle the security issues regarding the client organization giving the employees of the former access to the sensitive information belonging to the customers of the later? How does the provider organization mitigate against hiring, character and competence risks of its employees before deploying and whilst serving in the client’s organization?
A well-articulated and carefully implemented SSO service is designed to anticipate the objections identified as drawbacks and punctiliously provide avenues to blocking them before consummating the SSO service contract, and during the period of executing the service. HR Outsourcing Consultants or professional lawyers with specialty in outsourcing/business services should be engaged to draw up Service Level Agreements (SLAs) to provide a platform for determining responsibilities, accountabilities, deliverables, performance measurements, exceptions and exit clauses. The decision to use SSO service is an investment. If the client organization gets it right and the provider organization implemen
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