Human resource outsourcing problem

Page (abbreviation of page) Drucker, a famous American modern management master, once pointed out: "During the period from 10 to 15, any enterprise that only provides back-office support without creating turnover should be outsourced. Any activity or business that does not provide advanced development opportunities should also be outsourced. " It should be said that "human resource outsourcing" is the result of the development of information industry. It is the embodiment of the rapid development of society and the refinement of professional division of labor, and it is also one of the symbols of social civilization and progress. Now, outsourcing has become an important means for enterprises to win in the market competition, and some statistics are enough to explain the problem.

(1) 1997, McKinsey & Company's research shows that Fortune 500 companies have reduced their labor costs by 25%-30% through personnel outsourcing. In the United States, various "temporary employee" companies and professional PEO (professional employee organization) companies have emerged. These companies undertake the management of salary, welfare, employee files, recruitment, employment, training and other related reports for client companies, and are specialized institutions that provide personnel services for enterprises. Rapid personnel service companies, which have recently emerged in Britain and France, are also committed to providing human resources outsourcing services for enterprises. They spend a lot of time to find, retain and train the manpower of themselves, franchisees and partners. At present, the prevailing headhunting companies in the market also belong to companies that provide human resource management outsourcing services for enterprises.

(2) The ratio of HR personnel to employees in foreign countries is usually 1 to 100, while in China it is probably 1 to 30. Because foreign enterprises have outsourced some human resource management, human resource management has got rid of tedious routine work, and enterprises have focused on core work. However, because domestic enterprises consider confidentiality issues or are easy to control, HP mostly operates by itself, and its efficiency is generally low. However, we should see that the development of anything is not achieved overnight, and it needs to go through an emerging period, a growth period, a development period, and finally a mature period, so does human resource outsourcing. With the arrival of the new economic era, the development of technology is changing with each passing day, and the update of knowledge is changing with each passing day. Therefore, enterprises are facing greater pressure than before in improving efficiency and winning competitive advantage. More and more enterprises begin to recognize and accept this management method, gradually change the traditional practice, and leave those things done by external forces to "others" as much as possible.

(3) According to the forecast of International Data Group (IDC), the global outsourcing service expenditure will exceed 15 1 billion dollars in 2003, and the United States will exceed 8 1 billion dollars; At this time, the annual growth rate (CAGR) of the global outsourcing service market is 12.2%, while the Asia-Pacific region will be 15. 1%. Experts believe that after China's entry into WTO, with the further opening of the service trade market, it is foreseeable that the service content of human resources outsourcing will be further expanded, the market will be more mature and the development prospect will be very broad.

Projects and procedures

Generally speaking, all functions of human resource management can be outsourced. That is, enterprises can outsource transactional and social human resource management services including recruitment, assessment, training and salary, and also outsource difficult and professional functions such as human resource strategy and human resource planning. But in fact, not all human resource management functions are suitable for outsourcing. Scott Levo, a professor of management at Indiana University in the United States, conducted an investigation on the outsourcing human resource management model of 500 enterprises located in the north of the United States from 10 to July. The survey objects are enterprises that outsource more than one human resource management function, ranging from small enterprises with less than 100 employees to large enterprises with 12000 employees. The survey found that different functions of human resource management have different meanings to enterprises and the degree of outsourcing is also different. Among them, salary distribution, welfare and training are three common outsourcing functions, while human resources information system and payroll outsourcing are less. At the same time, the survey also found that the proportion of small enterprises outsourcing salary distribution and welfare functions is high.

On this issue, MichaelHe, the human resources manager of a large foreign company, also said that although some business of human resources management is increasingly outsourced, it is not completely non-selective, and there are still many factors to consider. From the five transactional tasks of human resource management (personnel recruitment, training development, salary and welfare, enterprise structure and post setting), enterprises are more interested in: first, personnel recruitment. Especially the low-level employees in the company have the most needs and are the most complicated. This kind of business is more suitable for outsourcing, while the recruitment and job search of senior personnel such as department managers are outsourced to headhunting companies. Outsourcing these functions at different levels can reduce the operating expenses of HR department to a certain extent and ensure that suitable talents can be found in a wider range of channels in a short time. Second, the national statutory welfare, such as pension insurance, unemployment insurance, medical insurance, housing provident fund and other transactional work. But some functions outsourcing is unthinkable, such as salary management and human resource information system. Because these are trade secrets, once leaked to competitors, it will definitely have an extremely adverse impact on enterprises. For another example, in order to enhance their core competitiveness, improve staff morale and solve employees' contradictions and complaints, it is best for enterprises to hand over special human resource management activities to the company's human resource management department.

According to statistics, the common sub-projects of human resource outsourcing at present are:

1) Handle employee recruitment, file transfer, termination procedures, social security account opening change procedures, annual inspection procedures, and comprehensive insurance for migrants;

2) Entrusted by the employing unit to recruit talents needed for dispatching positions;

3) Go through the formalities of talent introduction, residence permit and employment permit;

4) Personnel procedures related to agency account ownership and entrusted file management;

5) Provide various commercial insurance, welfare and training programs, rules and regulations design, salary design, etc.

6) Provide consultation on personnel policies and regulations and mediate labor disputes;

7) Investigate employee satisfaction, salary and job description;

8) Human resource planning

So how to realize the outsourcing of human resources? For enterprises, it is first necessary to sign a human resource outsourcing agreement with talent service agencies or other professional departments on the personnel outsourcing services that need to be carried out, clarify the objectives and standardize the rights and obligations of both parties during the custody period. Secondly, it is necessary to provide relevant information for outsourcing organizations, cooperate with them to collect information and establish a data system; Third, cooperate with relevant project investigations.

For organizations that accept outsourcing business, first of all, the information, salary, attendance and assessment of all customers and employees should be integrated into one system through electronic human resources scheme, and updated in time. Secondly, it is necessary to help customers complete transactional operations, ensure the correct employment of enterprises, abide by local laws and regulations, protect the interests of companies and employees, and free enterprise HR from tedious daily work and invest in more important strategic work. Through personnel outsourcing, enterprises have obtained professional services and guarantees, and at the same time do not have to bear a lot of human resources costs.

There are still questions.

It is precisely because human resource outsourcing can make enterprises realize complementary advantages, focus on their core competitiveness projects and affairs, and further win competitive advantages, so most enterprises take a positive attitude towards human resource outsourcing. Manager Hu of China Resources Logistics said that there is only one person in charge of their personnel department, and there are many people and few things. But after "human resource outsourcing", you only need to pay to the talent service center. That fee is several times lower than that paid to employees. It can also reduce personnel disputes. Manager Song of Golden Eagle Software agrees. The introduction of "human resource outsourcing" has brought convenience to enterprises. He said there were hundreds of people in his company. There are many things in the company, and there is no special person to manage them. He feels that outsourcing reduces the labor cost of enterprises and improves the work efficiency of enterprises.

On the other hand, some enterprises have questioned some advantages of "human resource outsourcing". For example, Ms. Zhao Ke, director of human resources of Guangdong Xingbao Group, pointed out in a telephone interview: "If the enterprise structure and high-level training are outsourced, it is necessary for the consultants of the outsourcing organization to have a comprehensive understanding of the company's job setting, job description, evaluation of everyone, and whether the core skills and related skills of employees meet the needs, and then set up relevant training courses. Then, if this consultant is not familiar with the company's operation, corporate culture, corporate goals and policies, "If you really know the above situation of the company like the back of your hand, this consultant must be resident in the company, and you can't change this consultant if you want. So will such expenses be less than those paid by HR workers in the company? Will these consultants be more credible and reliable? Why do enterprises outsource human resource management? Is it entirely to relieve the pressure of HR workers? If so, when HR outsourcing is fully realized, it is time for HR workers to lose their jobs. At present. Most enterprises that can choose outsourcing have a certain scale and popularity, and the cost of outsourcing work is naturally not low. Michael believes that the purpose of enterprises is to reduce costs and pursue profits as much as possible. If the cost of outsourcing services is not lower than keeping a human resources department, will enterprises still choose HR outsourcing? At the same time, can this new human resource management really take root in China? The insiders believe that outsourcing human resource management services to other specialized agencies requires a role change. However, it is not enough to complete the transformation of its own conditions. There are other constraints on the loss of "human resource outsourcing" services.

1) At present, there is no uniform service charging standard, and talent agencies set their own prices, with different reference prices. For most enterprises, whether the charge of "human resource outsourcing" will increase the labor cost of enterprises and whether it is used properly is probably the most concerned issue for enterprises;

2) One of the purposes of "human resource outsourcing" is to improve work efficiency, and whether it has a high degree of informationization and networking in the future will also be a factor restricting the development of "personnel outsourcing" services;

3) Some basic welfare guarantees and the payment of insurance premiums are also issues that enterprises are currently avoiding. If "human resource outsourcing" really takes root in China, the quality of business owners needs to be comprehensively improved;

4) At present, many enterprises still stay in the aspect of "rule by man", and irregular and unreasonable enterprise management systems can be seen everywhere. Only when enterprise managers change their ideas and truly realize the importance of "people" can they realize the necessity and effectiveness of "human resource outsourcing" service;

5) China has no corresponding perfect laws and regulations to regulate the operation of outsourcing industries such as headhunting, so this risk is obvious. The standardized operation and specialization of service providers are worrying. Although the development of talent institutions has advanced by leaps and bounds, it has also brought negative effects, such as uneven quality of employees and low degree of specialization. And the illegal operation of some illegal intermediaries has greatly reduced the integrity of service providers.

Therefore, although the development momentum of "human resource outsourcing" is in full swing at present, whether it can finally gain a foothold in China depends on whether the above constraints can be improved as soon as possible.

Transformation of human resources workers

The development potential of human resource outsourcing is huge, and a single spark can start a prairie fire, so many human resource workers begin to worry about such a problem: human resource management after outsourcing. Where will human resources workers go? Are you switching to outsourcing or developing in consulting industry?

In fact, HR outsourcing only plays the role of "decompressor". As mentioned above, it is precisely because enterprises have not outsourced all human resource management functions, and selective outsourcing will become more and more common. Enterprises will outsource some repetitive, tedious and transactional work, such as skills training, high-level talent recruitment and social welfare management, which do not involve corporate secrets, to professional institutions, so that they can complete some preliminary or routine work, while other confidential or core functions will still be managed by the HR department within the enterprise, so there is no possibility of "unemployment of human resources workers". According to relevant surveys, most human resource managers have a positive attitude towards human resource management outsourcing.

The existence of human resource outsourcing, more importantly, liberates the personnel department from the statutory, daily and increasingly complex work that must be completed, and puts its energy into more valuable aspects-focusing on the strategic planning and development of human resources, adding value to the human resources of enterprises and developing to a higher level. With the development of economic globalization, the competition among enterprises is becoming increasingly fierce, and the core of competition is ultimately the competition for talents. Therefore, the personnel department will undoubtedly become the most important think tank for enterprise decision makers. Just like in the increasingly developed modern family life, any housework can be replaced by workers or machines, and family and blood relationship are irreplaceable. The personnel department always has the meaning of existence. Only the management function of the human resources department will change. That is, gradually get rid of the daily tedious work and concentrate on the development and management of human resources at a higher level. This also puts forward higher requirements for the personnel engaged in human resource management, and must realize the transformation to the following roles: first, the strategic partner of the enterprise; Second, the shaper of culture and value; Third, influential consulting providers.

In addition, human resources practitioners should not only have professional depth, but also increase their own breadth, and know a little about business marketing, information engineering or others, so as to play a real business partner and carry out human resources work such as human resources planning from the strategic height of enterprises.