Shaping and Selling the Business Case - Developing a transparent case for change in HR
March 22, 2007
SharedXpertise Training Centre, Brussels, Belgium
HR transformation business cases are subtlely different from those for IT, Finance or other functions. The full costs of HR need to be considered as well as the impact that HR has on the organisation - the return on investment. Organisational context also plays a key role, with each HR transformation project being conducted for different reasons and having differing emphases.
People attending this course will learn how to approach the problem of building an HR transformation business case, taking an unbiased view of what the available options for transformation might be, including: insourcing, outsourcing, cosourcing, offshoring and others... They will confirm that off-the-shelf answers (e.g. how many business partners should I have) are hard to come by, but learn how others have overcome the challenges and created their business cases leading to decisions.
Topics covered include:
- Confirming the goals for HR transformation
- Understanding the moving parts of an HR business case
- Capturing the current total costs of HR
- Determining the scope of shared services and outsourcing
- Estimating pricing and savings
- Estimating the cost to achieve (transition and transformation)
- Understanding how service providers deliver services and make money
- Sizing the Business Partner Organisations and Expertise Teams
- Handling taxes and incentives
- Handling third party spend in HR
- Pricing risk into the model
- Building a business case that includes business benefits as well as costs
- Supporting the decision making process
- Preparing to track the business case
Who should attend?
HR and Finance Directors considering HR transformation activity, their programme leaders and finance leaders. Procurement professionals and lead transformation executives.
TRAINING PARTNERS:
David Parry, Partner, Human Capital Advisory Services, Deloitte
David has over 20 years experience gained in both corporate and consultancy roles. He has held line management and HR positions (including board level) in the technology, telecoms and service sectors where he provided both strategic direction and pragmatic operational "hands-on" support. He is a partner in the Human Capital practice and leads the HR transformation practice for Europe. His main areas of expertise include HR strategy, HR transformation and outsourcing advisory, improving HR service delivery, performance and effectiveness and managing the people implications of major change programmes.
David has consulted across the public and private business sectors and worked with many of the FTSE 250 and Fortune 500. He has led global HR transformation projects for a number of major banks and consumer business organisations. He has considerable experience in leading large scale programmes involving significant organisation and people, offshoring, outsourcing and change. David is also the M&A practice thought leader, he is a Psychology graduate and holds an MBA.
Relevant experience:
-Led global HR transformation programmes: Business case development, process re engineering, HR organisation restructuring (including establishing shared service centres), HR ERP implementation and transition
-Experience establishing offshore HR service centres
-Worked with a number of HR BPO vendors as transformation partner
Line HR management experience
Selected Clients:
Deutsche Bank
Standard Chartered Bank
ABN Amro
UBS
Merrill Lynch
Diageo
BHP Billiton
Shell
Whirlpool
Nick Atkin, Director, Deloitte
Nick is a Director in the European shared services and Outsourcing advisory practice within Deloitte. Nick’s area of specialism is Pan European shared services, Outsourcing and off-shoring advisory. Nick joined consulting in 1995 to focus on this area. Prior to joining Deloitte Nick worked within an international Tier one BPO provider helping to establish and build the BPO operation. Nick also structured a number of BPO deals for major clients all of which had an Indian off-shore processing hub along with regional centres to support language based processes. In Europe these centres were based in Central Eastern Europe. Nick is now focusing on providing client side BPO advisory support to clients throughout the BPO lifecycle.
Recent relevant experience:
Major UK retail organization – Worked with this leading high street retailer to develop the outsourcing strategy for Finance and Accounting and Human Resources. Developed the programme approach, identified and selected the processes appropriate for outsourcing, developed the RFP and worked with the client to select the appropriate service provider. Also supporting the client to develop the key areas for negotiation with the service provider.
Global Gases organization – Designed the outsourcing delivery model and deal structure for a global Finance and Accounting (F&A) BPO transformation programme. This process included selection of appropriate locations, agreeing the migration strategy, global delivery model design, efficiency savings as well as commercial structure and legal requirements. The delivery model included establishing a global outsourcing centre in India with regional centres in Europe and North America.
Global Insurance provider – Helped this organization to evaluate the opportunities to off-shore and / or outsource back office processes including F&A, operations and claims handling. This strategic review evaluated the options around the delivery model to assess whether a captive off-shore centre, an outsourced delivery model or a combination would be most effective. Our advice supported the design of the delivery model including processes, technology requirements, regulatory issues and service level standards. The evaluation of the business case options and the migration strategy for back office transformation where also delivered.
Deloitte’s Human Capital Practice
As the largest fully integrated HR capability in the UK, with experience in HR strategy, change leadership, pensions, HR transformation, compensation and benefits, e-learning and employee tax, our 700+ consultants (incl. Employer Solutions in Tax) identify, manage and solve the people issues that cause businesses to perform below their potential. We are the only professional services firm with a broad and deep HR capability and the only HR consultants with an integrated tax capability.
Deloitte’s HR Transformation Services
Businesses today face significant HR challenges that barely existed a few years ago. Increasingly, HR success will hinge on anticipating workforce trends, finding the best talent, and learning to harness the full potential of workers whose values and work habits are very different from those of the existing workforce. Most HR organizations are not yet equipped to deal with these shifting challenges.
Deloitte's HR Transformation services address two sets of drivers: focused inward on HR to find ways to manage and deliver existing HR services better, faster and cheaper; and focused outward – toward the enterprise – to help businesses succeed and grow in an environment where competition is global and talent is scarce.
