{"id":1879,"date":"2009-05-26T07:07:00","date_gmt":"2009-05-26T07:07:00","guid":{"rendered":"http:\/\/localhost\/projects\/horsesforsources\/talent-management-vs-hro-its-not-an-either-or-proposition\/"},"modified":"2009-05-26T07:07:00","modified_gmt":"2009-05-26T07:07:00","slug":"talent-management-vs-hro-its-not-an-either-or-proposition","status":"publish","type":"post","link":"https:\/\/www.horsesforsources.com\/talent-management-vs-hro-its-not-an-either-or-proposition\/","title":{"rendered":"Talent Management vs. HRO \u2013 it\u2019s not an \u201ceither or\u201d proposition"},"content":{"rendered":"

<\/a>If you’ve ever ventured into the brave world of HR Outsourcing (and you need to be brave…) the chances are you’ll hear the views of <\/em>Ceridian’s<\/em><\/a> Keith Strodtman.\u00a0 \"Keith<\/a><\/em><\/p>\n

Keith has been a constant at the global $1.6 billion HR services and store-card solutions giant for many years now, and when he’s\u00a0not coaching his twin girls’ fastpitch softball team (that’s “rounders” for any Brits on here), he’s been running Ceridian’s global HRO practice.\u00a0 He is also widely recognized as HRO’s smoothest man, with a constant smile, never a raised word, and never a hair out of place. <\/em><\/p>\n

Keith has some excellent views on how companies can use third-party managed services to take on their\u00a0administrative work and focus\u00a0their HR executives on what they should be doing:\u00a0 helping develop their\u00a0organizations’\u00a0talent.\u00a0 Over you Keith…<\/em><\/p>\n

I\u2019m not sure about you, but I don\u2019t get why some analysts and bloggers\u00a0advocate that companies have to choose between outsourcing HR\/ payroll\/ benefits administration and managing talent. It\u2019s beyond me why those two things are mutually exclusive. For an organization that wants to manage costs and retain top talent \u2013 outsourcing administration allows it to focus on their people and the business at hand, rather than paper pushing. If I may be so bold, I think the combination presents an opportunity for HR to finally get that \u201cseat at the table\u201d.<\/p>\n

Studies have shown that pre-HRO, companies spent 75 percent of their resources on transactions and operations and 25 percent on strategy and management. That means resources spent on administration and processing rather than attracting great people, skills development, and performance management.<\/p>\n

When HRO comes into play, the numbers reverse to spending only 15 percent on transactions\/operations and 85 percent on strategy and management. That\u2019s more than three times the resource allocation on the most critical parts of your business. With those numbers \u2013 talent management is getting a huge boost from outsourcing.<\/p>\n

So let\u2019s look at the impact:<\/p>\n

\u2022 Resources focused on key business areas.<\/p>\n

\u2022 Employees more satisfied doing bottom-line impact work instead of administration.<\/p>\n

\u2022 Retention improving as as result.<\/p>\n

\u2022 And your HR department? Well, they can now focus on talent management and add value to the business.<\/p>\n

Worried about the costs of doing both? Apply the cost savings from HRO administration to areas that will improve organizational performance. By implementing programs for personal and professional development, succession planning, recognition programs and even ancillary benefits, it furthers the appeal of your organization now and in the future.<\/p>\n

Actually David Poole from Capgemini did an excellent job explaining the benefits of outsourcing in this column<\/a> in March. I couldn\u2019t agree more with his \u201ctruths\u201d \u2013 especially that \u201coutsourcing is a bold strategy for growth.\u201d Incorporating HRO into an organization means you are poised for growth because this economy reality will not be the economic reality one, five or even 10 years from now.<\/p>\n

So with all due respect to my friends in the talent management business, it\u2019s never really been an either\/or proposition between HRO and talent management. It\u2019s just a matter of looking at the pieces and deciding where HR should spend its time to add the most value to the business.<\/p>\n

Keith Strodtman (pictured) is Senior Vice President and General Manager of Ceridian’s HR Outsourcing business. With over fifteen years experience in the Business Process Outsourcing, HR services, product management, and finance, including involvement in the pioneering days of HR Outsourcing, Keith is well versed in the benefits of HRO. Prior to joining Ceridian, he was a Director in the Global BPO practice at PricewaterhouseCoopers (now part of IBM), responsible for the HR BPO service offering and for implementing large-scale HRO outsourcing engagements.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

If you’ve ever ventured into the brave world of HR Outsourcing (and you need to be brave…) the chances are…<\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[48,79,80,88,832],"tags":[735],"organization":[],"ppma_author":[19],"class_list":["post-1879","post","type-post","status-publish","format-standard","hentry","category-business-process-outsourcing-bpo","category-hr-outsourcing","category-hr-strategy","category-outsourcing-heros","category-sourcing-best-practises","tag-strodtman"],"yoast_head":"\nTalent Management vs. HRO \u2013 it\u2019s not an \u201ceither or\u201d proposition - Horses for Sources | No Boundaries<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" 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