To be able to focus on these strategic issues, HR executives are turning to outsourcing partners that can effectively manage their companies? Day-to-day human resources functions, says Alan Little, the London-based partner who leads Human Resources Outsourcing in Europe for PricewaterhouseCoopers.
International outsourcing involves complexity and risks not found in typical domestic outsourcing. These risks are cultural, political, financial, technological, managerial and legal. Ultimately, these multiple international risks show up in the process of drafting, negotiating and enforcing the contract. Freedom of contract varies according to the governing laws and attacking the legal issues requires initiatives from the beginning.
Atop the strategic agenda of many executives is globalization. But infiltrating the fertile grounds of Europe is not so easy. Hundreds of years of tradition present challenging dilemmas for those who attempt to push the boundaries of their company, but the European market is too great to ignore — and to the worthy competitor the opportunities are abundant.
Rick Roscitt, president and CEO of AT&T Solutions: It’s a full-time job just studying networking technology — the network hardware alone has changed generations five or six times in the last two years.
The task for Compaq was not quite this demanding, but it was a stretch. Ciba Specialty Chemicals wanted a global network built in the amount of time it takes to play a hockey season — about nine months! And this network wasn’t going to be the everyday run-of-the-mill network either…
Our world is moving so fast these days that those who proclaim that something can’t be done soon find they are outdistanced by those who are, indeed, doing it. Global companies have come to the same realization for success that was understood by Henry Bessemer, who years ago discovered a new method of producing steel…
The process of choosing a viable vendor from the thousands on the market can be chaotic. And for companies that aren’t faced with outsourcing issues every day, a lack of knowledge on the protocol for selecting and integrating an outsourcer can lead to problems…
The objective of transition management is three-fold. One, to ensure that there is no disruption to your business. Two, to hand off responsibilities at a specific time. Three, to make sure the transition is smooth and orderly.
Partnership is a word that is used frequently in outsourcing, but is used in different ways depending on who is using the word and in what context. When Dr. Robert Klepper, professor of computer management and information systems at Southern Illinois University, talks about partnerships, he is referring to long-term deals where both sides are willing to take one for the team in both the rewards and the risks department.
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