The Global Human Resources Outsourcing (GHRO) team is looking forward to a great 2012.  We’ve put on the future goggles and found some insights into possible HRO industry developments this year.

“In many ways, this is the golden era of HRO,” says Josh Bersin, CEO and president of research and advisory services firm Bersin & Associates.

Bersin is quoted in an article titled “Artful Predictions–HR Thought Leaders Forecast 2012,” which appeared in HRO Today’s December 2011 edition.

According to the article, HRO trends that are currently underway and that auger more of the same in 2012 include:

• The increasing use of predictive and descriptive analytics to glean business insights driving improved performance.
• Higher adoption rates by clients leveraging providers’ cloud-based Software-as-a-Service (SaaS) solutions.
• Greater use of balanced shoring options — combining off-shoring, on-shoring and near-shoring models.

In talent management, expect growing sophistication in services offered by HRO providers, as opposed to just software packages. And chances are the industry will continue to see greater acceptance of a la carte HRO services, rather than binges on entire “soup to nuts” menus from single providers.

Rajesh Ranjan, research director of RPO provider Everest Group in New Delhi, India, has expectations for 2012 in two areas — multi-process HRO and single-process HRO.

“There are some common themes playing out in both areas,” he says. “Buyers, for instance, are approaching HRO with a balanced set of outcomes in mind, as opposed to immed iately alleviating cost pressures. Yes, they’re interested in models that address their short-term needs, but more are looking to create a foundation to realize long-term objectives.”

Shakeups in 2011 likely portend similar actions in 2012:

• Mercer acquired Censeo Corporation to enhance its talent management consulting capabilities and online platform of assessment services.
• Kenexa and NGA partnered with SkillSoft for learning content.
• Talent2 added advisory services and rebranded to simplify its talent management focus; in addition the company become a reseller of Cornerstone OnDemand, widely used for its performance management, succession planning and learning modules.

Several interviewees in the article touted the likelihood of talent management playing a greater role in HR BPO.  Says Linda Merritt, research analyst at London-based BPO analyst firm NelsonHall: “It could be a disruptive force, shaking up the HRO field.”

Merritt predicts that vendors will continue to build talent management capabilities, internally as well as through strategic partnerships and acquisitions. A look back at the recent past confirms this trend. Take, for instance, the breakneck speed of Kenexa’s deals. Although the global HRO provider had developed talent management expertise internally, it enhanced it over the past few years via the acquisitions of Salary.com, which strengthened its compensation management capability, and Gantz Wiley research, which beefed up its employee survey research capabilities.

Generational conflicts in the workplace—the Global Human Resources Outsourcing (GHRO) team has had this highly topical issue on our radar for quite a while. The crossfire can be intense, as revealed in this recent article from The Fiscal Times (TFT), a New York-based digital news, opinion and media service.

In “Gen Y vs. Boomers: Workplace Conflict Heats Up,” author David Koeppel explores the dynamics of the modern business office and the sometimes strained interplay and resulting tensions that arise among the various age groups working together.

Click here for the full article.

Generational conflicts have always been present in the office, but experts say Baby Boomers and Generation Y in particular have characteristics that can clash.

Feelings of desperation and even anger among the millennial generation (those born between 1981 and 2000) towards their Baby Boomer (those born between 1945 and 1964) managers are common among young job seekers according to experts. The recession has put a damper on their career goals—55.3 percent of those 16-29 were employed in 2010, down from 67.3 percent in 2000, and 5.9 million Americans between 25 and 34 lived with their parents, up from 4.7 million before the recession, according to recent census data.

At the same time, statistics show that Baby Boomers are delaying retirement.

A 2010 study by the Carsey Institute at the University of New Hampshire found that while 17 percent of men and 9 percent of women age 65 and over were in the labor force in 1995, by 2009, 22 percent of men and 13 percent of women were still working. Those numbers are expected to grow.

According to data from The Population Reference Bureau, the number of older workers in the next few years will increase by 11.9 million, meaning nearly 25 percent of employees will be seniors by 2016. This backlog of older workers has heightened potential workplace conflict between the generations.

This is evident in some of the comments posted in response to the article.  First, Jen from “Gen Y.”

Jen Zucker—”Boomers are the ones who have gotten us into the financial mess (and just about every other mess). They plucked the system dry for those coming up behind them and then blame the generation they stole from.  Message to Boomers: Pack it in, your time has come and now leave. And by the way, the thing sitting on your desk, its not a microwave.”

But many Boomers don’t quite see things that way.

rdl114—”One gadget does not a summer make. I am 60 and my peers began using computers in the late 1970s. By the mid-1980s they were a part of virtually all white collar jobs. So, weigh it for yourself, younger folks. We have about 35 years of experience in the tech arena.  Being ‘savvy’ about Facebook and iPhones is not what is required in the workplace. Tell us you can run analytics on the price of, for instance, precious metals; show us you know Fibonacci numbers, Chinese Candlesticks and other advanced math processes and maybe we’ll sit up and listen. Or show us you can write a sentence as sharp and clear as diamond. No worry. You’ll get a job then.”

Still, the generational lines aren’t impermeable.  Here’s a contrarian take from one of the younger members of the workforce:

RIPCivility—”‘It’s vital that baby boomers extend an olive branch to Gen Y’?? Are you kidding? What do they need to apologize for? For an economy what wiped out their retirement? For being marginalized after being laid off and unable to find work? For developing the technology so Xers (like myself) and Ys can work from Starbucks? I believe this generation is bright, motivated and they think in new and unique ways. But they also give up easily, feel like nothing is ever their fault and think they have the right to ‘demand’ rather than earn their jobs.”
Today’s challenges facing HR administrators necessitate first understanding and then reconciling the opposing forces currently impacting the modern workplace.  None of this conflict is going away anytime soon, so squarely facing the challenge is the HR order of the day.

Is your small business reasonably accommodating the needs of its new and expectant mothers?  You may have heard the horror story of a new mom who returned from maternity leave, only to have her employer criticize everything from the frequency she pumped her breast milk to the number of weeks she pumped.  When the employer decreed the new mom had to stop pumping when her baby turned a year old, the new mom refused and was fired.  How can you prevent this unfortunate—and avoidable—dilemma from happening in your workplace?

The answer may lie in the health care reform law.  One revision to the Fair Labor Standards Act requires employers to provide unpaid, “reasonable break time” and a place, other than a restroom, that is “shielded from view and free from intrusion” to allow new moms to pump breast milk.  This provision covers all workers subject to overtime-pay requirements and lasts up to one year after the baby is born.  It also provides reasonable workplace policies beyond maternity leave to help new mothers balance career and family.

Remember, except for the 12 weeks of unpaid maternity leave mandated by federal law, many new mothers either can’t afford to take more time off or aren’t permitted to by their employers. Reasonably accommodating nursing mothers meets them in the middle by allowing them to work without giving up breastfeeding.  Not to mention, mom-friendly HR policies are sure to increase employee morale and retention after maternity leave!

In recent years, many employers have turned to personality profiling to assess potential new hires.  Not only can a personality test determine if a candidate’s traits will fit a position’s requirements, but a test can determine if a candidate’s personality will blend well with potential supervisors.  With so many employees operating in one business, personalities are bound to clash here and there.  In fact, Gallup research shows that half of employee turnover is spurred by personality conflicts.  How can businesses reduce turnover and avert potentially disastrous working relationships?

Personality profiling is designed to spot and prevent personality conflicts before they happen.  If significant differences emerge between an employee’s and a manager’s personality profile, a personality conflict will likely occur that may cause stress in the workplace.  An aggressive manager could see a more passive employee as working too slowly and lacking motivation, whereas a passive employee could see a more aggressive manager as controlling and micromanaging.  Such an environment can have negative effects on employee retention, as the new hire is more likely to resign—and quickly—when such a distinct conflict exists.

Comparing personality profiles can deter personality conflicts from being introduced to the workplace.  But what if a personality conflict already exists?  First, try assigning the new employee to a more compatible manager.  Higher compatibility rates yield faster-learning, more productive employees.  If that isn’t a viable solution, arrange a meeting with the manager and the new employee.  Sometimes, verbalizing how the two are alike and how their differences can complement each other is enough to get them working as a team.  Addressing differences in a positive manner puts an optimistic spin on a stressful situation and can help promote harmony.

As part of its turnover reduction strategies, GHRO offers employee selection services including personality profiling, employment testing, drug screening, and background checks.  These services are only a small part of what GHRO has to offer as your business’ Human Resources PEO.  Through GHRO’s services, you’ll receive the expertise of a professional HR team at the fraction of the cost of hiring an internal Human Resources Department.  Contact GHRO today to see how your business can benefit from outsourcing its Human Resources needs!

In this tumultuous economic climate, where many companies are resorting to layoffs and many other jobs lie teetering on the brink, employment-related lawsuits are on the rise. Hundreds of employment lawsuits are filed each week—the vast majority against small businesses. Approximately two-thirds of those lawsuits are decided in favor of the employee. Recent data shows the average compensatory award in federal court employment cases is nearly $500,000, not including punitive damages or attorney fees. Even settling a lawsuit can cost over $300,000. Can your company afford such a pricey payout?

If the answer is “no,” consider a Human Resources audit: an objective, comprehensive review of your company’s HR compliance and practices, which could prevent costly employment lawsuits. The two-part audit will bring out the best in your company by streamlining and modernizing its HR services. The compliance portion of the audit examines legal facets, including outdated or conflicting policies and inconsistencies between policy and practice. The practices portion of the audit focuses on HR fundamentals, including performance evaluations, employee handbooks, recruitment, discipline and termination, absence requests, and record keeping. Your company will become aware of any deficiencies in its HR network and will receive direction on a level tailored to your company’s needs.

At the end of the audit, recommendations will help your company to develop consistent policies and to become compliant with current laws and regulations, including ADA and FMLA. These recommendations may lead to a number of additional improvements, such as fewer employment lawsuits, better handling of employee grievances, and fewer errors and complaints. Fair and equal treatment of employees encourages enhanced recruiting, increased employee morale, and improved retention.

The benefits of an HR audit are not all legal; the audit can promote many other positive changes within the company. The comprehensive nature of an audit can help uncover the HR programs most important to the company’s objectives, so those programs can be better utilized. The close examination of practices may also encourage fresh ideas and approaches to HR. An audit will also provide a benchmark of HR services to ensure consistency and to set future goals.

Global Human Resources Outsourcing offers full-service HR audits to help keep your company at its best. For more information, contact GHRO at 888-308-0338.

Our society is becoming so inundated with tasks and work-related duties that unhappiness at the office is encroaching on employee health. We all know that having happy workers limits turn-over and the higher the job satisfaction, the more likely employees are to put forth their best effort. By creating a fun and home-like working atmosphere, you’ll make work fun, enjoyable, and ease stress at the same time!

Google was voted the number one company to work for in 2007. It’s no surprise considering life at the search engine giant is very relaxed and stress free; employee benefits abound. While some companies stress time lines and attire, Google emphasizes recreating the home experience at work. Employees can do laundry, work out at the gym, receive a massage and learn a new language. Feeling a little under the weather? Visit Google’s on-site doctor. Buying a hybrid? Google will give you $5,000 towards the purchase price. Expecting a child? They’ll reimburse you up to $500 in take-out food. If you ask any employee what they do at Google they’ll typically respond a personal embodiment of the company’s mission statement- “to organize the world’s information and make it universally accessible and useful.” This kind of motivation by employees is rarely seen, but envied by most.

Google’s goal, as often recited by employees, is ambitious (to say the least). Thankfully, Google just happened to find the right people to take it on. By creating a comfortable work environment, employees are not burdened with stress. Instead, employees are motivated to collectively achieve a similar goal; indexing information and making it useful. Google wouldn’t be the tech giant it is today without its bevy of happy employees. The appeal of a work environment that mimics their homes stimulates productivity and increases employee moral, making Google one of the most sought-after employers in the world.

Even if you don’t have the resources of a Silicon Valley titan, you can easily follow Google’s ideology, making your employees happy too. The first step may just be rethinking how you see your company. Simply making the mission statement more accessible and personal will help employees insert more of themselves in to their work and ease stress levels. Extend the home experience to work and rethink the office; would you want to live in it? If you wouldn’t mind spending an evening or weekend at the office because it’s hospitable and welcoming, you’re on the right track. Make the office a place your employees love to be, rather than the place they dread to go.

Employees need to come first in a company, as they are the heart and soul of your business. Creating a comfortable work environment that mimics a home eases stress, raises morale and increases productivity. Even simple changes can greatly affect employee health and happiness in a positive way, which will certainly lead to long-term growth for your business.

It’s usually very clear why a company would invest in hiring an excellent law or accounting firm to represent their interests.  These two industries offer services that save their clients countless amounts of money annually. Business owners easily see the intrinsic value of investing in these firms, yet often have a hard time seeing the benefits of investing in their company’s human resources.

Recruitment Services: Attract Better Talent

It is necessary for a firm to identify the skill set that they are seeking in a potential employee in order to target their search appropriately.  An empowered Human Resources team is able to clearly identify their firm’s hiring needs and is less limited in the tools available when seeking out the best ways to fill those positions.  In the long run, better hiring practices will bring better employees.

Employee/Labor Relations: Minimize Employee Turnover

Maintaining high levels of job satisfaction amongst staff is the key to keeping long-term employees, especially in this tumultuous economy.  By investing in Human Resources, companies are able to stay on the leading edge of benefits; employees can trust that their employer cares about their health and happiness, adding to their overall opinion of their workplace.

Human Resources Management: Increase Productivity

By identifying and targeting productivity goals, firms are able to set realistic expectations for growth and monitor progress over time.  Additionally, maintaining long-term staff allows for growth and development within a position, allowing employees to bring more beneficial skill sets to the table and positively impact their work environment.

By putting these ideas into practice with Human Resources Outsourcing, companies are able to focus directly on the task at hand and become more productive and thus, more profitable. What would your company be capable of accomplishing if you streamlined your operations through HR Outsourcing?

Companies invest a lot of time, money and energy sending recruiters to job fairs conducted all over the world. However many employers are finding they are leaving empty handed, frustrated and without the qualified employees they were seeking.

Although job fairs are not completely unsuccessful, many companies realize that the resumes they collect at such events are far below the standards they were originally searching for. The fact remains that most employers are just not willing to settle, especially in an economy ripe with individuals seeking employment.

Top Reasons Why Job Fairs Fail to Find Talent:

• Low Caliber of Attendees
• Poor Turnout
• Disorganization
• Lack of Strong Candidates
• Insufficient Promotional Efforts

The failure of companies to effectively find strong candidates at job fairs is one of the major reasons they are turning to professional employment organizations as an alternative. By utilizing the staffing and recruiting services of human resourcing outsourcing specialists companies are finding talented employees when they need them. A PEO will provide the expertise to handle recruiting, pre-screening, position placement, training and even HR management.

Top Reasons Why Human Resources Outsourcing Works To Find Talent:

• Large Inventory of Candidates
• Thorough Pre-Screening Procedures
• Highly Skilled
• Invaluable Referrals
• Flexibility

By choosing human resources outsourcing over a job fair for finding talented employees companies can rely on the expert recruitment services of a professional team of HR specialists to assess each candidate ensuring the right fit for employers while saving them both time and money.

To the relief of consumers, a large percentage of United States companies are bringing their call centers back to American shores. Many have found it difficult to interact with call center operators, as the operators often find themselves easily confused by slang and vernacular used by native English speakers.  Because of this disconnect in communication between caller and operator, callers are becoming less likely to use information or help hotlines and often ending their phone calls more bewildered than they began­– without the help, clarification, or instructions they were seeking in the first place.

In response to the widespread disappointment from American consumers, companies are bringing their call centers back home meaning ease in communication as well as an increase in jobs available across America.  While companies have previously found it very profitable to outsource jobs, the payoffs are now nowhere near as high as they used to be.  Inflation, as well as a rise in the pay expected in foreign countries, has pushed the cost of outsourcing to popular “call center countries” such as India and the Philippines through the roof.  Once companies began to take the cost and quality of service provided through their call centers into consideration, many began to bring their business back home to the States.

Another bonus for American firms seeking a solution to their call-center dilemma: they are now able to contribute further to strengthening the American economy.  Experts currently estimate that hiring someone in Nebraska to work at a call center costs only 15% more than hiring an employee in India.  Take into account any potential tax-breaks the company may receive for hiring new (American) employees, as well as the impact that employee could have on their local economy, and the benefits of an American-run call center begin stacking up.

American consumers are voicing their opinion about their feelings about outsourcing customer service overseas. Reports have been conducted that have found customers expressed more favorable feedback when they perceived a call center in the U.S.

A few facts about American Call Centers:

• Consumer satisfaction is 1/5 higher when calls are (or are perceived) to be handled within the United States.
• Consumers are more likely to have their problems solved when the person handling their call can understand the issue and properly articulate the solution.
• The opportunity cost of employing operators in other countries is beginning to far outweigh the benefit.
• U.S. companies are looking for cost-effective, economy-building labor solutions across the board.  Housing their call centers at home, rather than abroad, brings more employment opportunities for unskilled laborers and strengthens the lower classes.

While outsourcing call centers may have not been a viable option in the long run, companies are still looking for cost-effective options for their businesses.  Human resource outsourcing, such as benefits outsourcing, employee and labor relations, employee leasing, government compliance, HR audits, HR consulting, HR management, payroll services, and recruitment services, are becoming popular ways for companies to save time and money, allowing them to bring you better products and services for less.

Keeping up with all of the technological advances is a major reason businesses are choosing human resources outsourcing as a viable solution to meet the growing demands of a sophisticated and unparalleled techno-savvy marketplace.

With all the innovations in communications as well as the increasing world-wide thirst for technology-driven company intelligence, it is required that businesses who want to compete in earnest must supply a workforce which has a clear understanding of all the multi-layered tech advances that are redefining today’s marketplace.

HR outsourcing provides the management companies are coming to rely on to supply the intelligence commodity that would otherwise not be available to them. Employees who are highly qualified in IT are an invaluable HR tool and allow businesses to enhance their output and productivity, ultimately raising their profit margins.

Having an integrated HR outsourcing system is the most efficient way to create and manage a qualified employee pool of IT experts without the worry and expense of an in-house infrastructure that not only drains a business’ resources but also may limit a company’s options and their ability to compete.

This is why current business strategies have evolved to include HR outsourcing. A Professional Employer Organization or (PEO) will provide a company with well-managed human resources services that will competently execute all the required HR functions from hiring and benefits programs to legal issues and termination.

With over 100 years of experience, Global Human Resources Outsourcing is an administrative service organization that will provide management to lower cost and raise profits by mitigating employee/labor relations, HR management, HR consulting, employee benefits, government compliance, employees leasing, payroll services, recruitment services, safety and worker’s compensation and much more.

Staying ahead of the game is important for any company to effectively compete in a techno-savvy marketplace and HR outsourcing is the #1 business solution to meet the demands for the critical skills needed to keep up with today’s advancing technologies.