Beruflich Dokumente
Kultur Dokumente
á Warranty á Relationship
Management Structure
Relationship Management
MOST CRITICAL ELEMENT!
Relationship Management
á Top Management Support
á Performance Criteria
á Integrate Contractors
á Communication
á Knowledge Transfer
á Relationship Review
Relationship Management:
Integrating Contractors
Train on business and organization
á Better knowledge and solutions
á Work within norms of organization
Include in all meetings and events
á Encourage cooperation and collaboration
á Facilitate knowledge transfer
Relationship Management:
Communication
á Perform joint planning
á Staffing issues
á Problem resolution
á Keep all parties informed
á Address contract changes
Relationship Management:
Knowledge Transfer
Planned training sessions
Database of project
Relationship Management:
Relationship Review
People Management Issues
Outsourcing Coordination Manager
Human Resource Issues
Outsourcing Coordination Manager:
Why?
Ensure effort is successful and cost
effective
Optimize value-add outcomes
Enable organization to learn and assimilate
from best-in-the-world
Shorten project cycle times
Protect company¶s interests
Outsourcing Coordination Manager:
Skills Required
á Strategic, broad based á Experience managing
á Experience managing expenses
different businesses á Ability to manage intellect
á Project management á Political and cultural
á Contract negotiation awareness
á Change management á Ability to ³think outside the
box´
Outsourcing Coordination Manager:
Process
r
Human Resource Issues
Salary Differences
Insider vs. Outsider
Fear of Contractor Performance
Teamwork
Human Resource Issues
Salary Differences
+ Communicate contractor actual pay rate
+ Create internal career development structure
+ Arrange for employees to learn new
technologies from contractors
Human Resource Issues
Insider vs. Outsider
+ Make contractors part of social fabric of
organization
Human Resource Issues
Fear of Contractor Performance
+ Require minimum level of experience
+ Interview contractors
Human Resource Issues
Teamwork
+ Provide training for everyone
+ Implement equal incentive plan
= Collaborative environment
Human Resources Issues
Recommendations
á Understand different motivations
á Create incentives for teamwork
á Create an inclusive culture
á Communicate
á Shape jobs according to strengths and
motivations
á Provide project training
Optimize Human Resources
á Communication
á Rewards
á Incentives
Outsourcing:
Key Take-Aways
á Understand benefits that can be achieved
á Outsourcing Life Cycle
+ Managing process correctly very important
+ Relationship management key element
á Need to plan for human resources
implications
+ Relationship management coordination
resource
Reasons for outsourcing
Examples of outsourcing
± A credit card company outsource it data capture and
customers expenditure reporting IT function
± A hotel outsource its laundry services
± The university outsource its catering service
Reasons
¬ Contain cost because of the lack of competence
& sharing the vendor economies of scale
± Avoid specific investments
± Improve service
± Refocus resource strategically
The context for outsourcing
Intensified competition leading to
± Need for building distinctive competence
± Organizational downsizing
± Need for flexibility
± The need for diverse inputs in businesses
in the µnew economy¶ e.g. delivery health
care service on the net
But are these µalliances/partnering¶ or
µoutsourcing¶?
What to outsource?
|
The transition to outsourcing
Contractual issues
± how to draft the contracts
± who should be involved, transition process
People issues
± What will happen to existing staff,
± how the µinsiders¶ relate to the µoutsider¶
Organizational adjustment
From outsourcing to partnering
From outsourcing contracts on a one-off basis to relationship
management
From exchange of interest to mutual learning
From hard to hard AND soft benefits
From close ended to open ended relationships
From legalist rights to honor & obligations
From having control to sharing control
From µcontractual deliveries¶ to organizational adjustments
From dealing at the strategic level to partnering at all levels
Y
Dimensions of a successful
outsourcing relationship
± where the parties define the goals of the relationship ± What
they hope to accomplish, and most importantly, how they will
measure success
!!
± defines how both organizations will work together to ensure
success and, when necessary, take corrective actions on less-
than-desired outcomes
Ref: www.firmbuilder.com
Relationship structure
(
± creating a basis for LT
cooperation
"
, not just the terms of the relationship
# $
± chances of repeated business?
%
&
'
!
(
)
! to the goals and culture of
the partners
*
for improvements
+ !!
in advance
Management structure
(
, but
create multilevel organizational links
2. Conduct regular goal oriented !
3. Encourage lateral, multi-channel !!
4. Define
5. Use to keep track of performance
( 'providers employees
7. Implement a
8. Treat the
as a valuable organizational asset
Managing Outsourcing:
Case Study Questions
1 What factors led your company to decide to
outsource?
2 What resources and processes do you have in place to
manage the operation and relationship with an
outsourcing vendor?
3 What challenges do you experience in managing a
combined workforce?
4 Does your company have any regrets about a decision
to outsource?
5 Has your company ever terminated or switched an
outsourcing vendor?