| 06/07/11ERP and the Public Sector: Useful Implementation Insights from Peers That Have Been There, Done ThatMention Enterprise Resource Planning (ERP) and even the most capable managers can get anxious. Implementing an ERP solution is the largest, most complex technology effort most public sector organizations will ever attempt. It will disrupt the status quo and change the way the organization conducts most of its core business processes. Plus, ERP projects are notorious for frequent extensions in timeline and sizable budget overruns. Why then are so many public sector organizations currently evaluating ERP options? |
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| 02/28/11The Value of Using External Advisors in Outsourcing TransactionsHow can a sourcing advisor specifically help you along your improvement journey? Organizations often assume an advisor is unnecessary and that they can successfully go it alone. In reality, a third-party advisor will help ensure a value-sustaining internal optimization effort or outsourced deal. These specialized consultancies assist in shaping and fine-tuning the right solution with an eye toward the desired future state. And by doing so, many help clients realize significant organizational run-rate savings. |
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| 01/31/11Communicating Internally During an Outsourcing Initiative The internal communications process can create a great deal of tension and anxiety within organizations pursuing outsourcing. This paper dispels some of the more popular myths and offers milestones for communicating successfully during an outsourcing initiative. |
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| 12/20/10How to Avert the Top Risks in Sourcing InitiativesEffectively managing the organizational risks of a sourcing initiative is an investment that can pay for itself. Second in a two part series, this EquaTerra Perspective Paper offers strategies to prepare for and manage a service delivery change. The first paper in this series outlined the top five risks that can lead to sourcing initiave failure. |
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| 12/16/10The Top Five Reasons Sourcing Initiatives FailBusinesses that fail to develop and implement an effective organizational risk mitigation plan have a much higher potential for failure, whereas those that meticulously plan for the change not only stand a much better chance of success but also achieve their desired benefits much faster. First in a two part series, this EquaTerra Perspective Paper discusses the top five change management risks we see in sourcing initiatives. The second paper in this series addresses how to mitigate these risks. |
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| 06/21/10Avoiding the Pitfalls of HR Outsourcing (HRO) TransitionThe provider selection marathon is over, the contract is signed, and the champagne downed. Team members involved in the decision, selection and contracting process may be looking to move onto other job opportunities within the company or if part-time, catching up with their "day" jobs; "shouldn't the Service Provider now take care of everything?" Transition is where the real challenges and hard work start. What has been a contained project starts to have an impact on the wider organisation. It is also the danger zone where, in the post contract euphoria, services can start to suffer before the transition even has a chance to begin. |
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| 06/01/08An HR Market Update, Part 3: Taking a Pulse on the Recruitment Process Outsourcing MarketThis three-part Perspectives series presents and analyzes the findings from a recently completed EquaTerra and Human Resource Executive® magazine market research study. This study assessed the current state of human resources (HR) organizations and their progress and success in performing as a strategic corporate asset. The study assessed the realities of HR transformation as a means to make HR groups more strategic, how organizations are pursuing HR transformation, and the role alternative service delivery models -- like shared services or information technology and business process outsourcing (ITO/BPO) -- are playing in enabling transformation. This 2008 study was a follow-up to a similar research effort conducted in 2005. Part Three reviews the state of recruitment process outsourcing (RPO) in today's market. |
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05/02/08An HR Market Update, Part 2: The Role of Outsourcing in Making HR More StrategicThis three-part Perspectives series presents and analyzes the findings from a 2008
EquaTerra and Human Resource Executive® magazine market research study. This study assessed the current state of human resources (HR) organizations and their progress and success in performing as a strategic corporate asset. The study assessed the realities of HR transformation as a means to make HR groups more strategic, how organizations are pursuing HR transformation, and the role alternative service delivery models -- like shared services or information technology and business process outsourcing (ITO/BPO) -- are playing in enabling transformation. This study was a follow-up to a similar research effort conducted in 2005. Part Two reviews the role of alternative service delivery models like shared services and outsourcing in making HR more strategic. |
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| 05/01/08An HR Market Update, Part 1: Assessing Human Resources' Role as a Strategic Corporate AssetThis three-part Perspectives series presents and analyzes the findings from a recently completed EquaTerra and Human Resource Executive® magazine market research study. This study assessed the current state of human resources (HR) organizations and their progress and success in performing as a strategic corporate asset. The study assessed the realities of HR transformation as a means to make HR groups more strategic, how organizations are pursuing HR transformation, and the role alternative service delivery models -- like shared services or information technology and business process outsourcing (ITO/BPO) -- are playing in enabling transformation. The study was a follow-up to a similar research effort conducted in 2005. Part One of this 2008 study assesses HR's role as a strategic corporate asset and identifies the activities HR groups should prioritize to become more strategic. |
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Research