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Project Report ON HR OUTSOURCING

Submitted in Partial fulfillment of requirement of award of MBA degree of GGSIPU, New Delhi

Submitted By Sanjay Singh 01015603911 4TH semester (2011-2013)

Northern India Engineering College (Affiliated to GGSIPU) FC-26, Shastri Park, Delhi-110053

DECLARATION

I,________________ enrol.no.____________ do hereby certify that the Research Project entitled ‘______________________’ submitted in requirement of fulfillment of MBA degree is an authentic record of my own work, under the guidance of _____________, of Northern India Engineering College, Fc-26, Shastri Park, New Delhi. This is to further certify that I have not submitted this Project Report to any other Institute for the award of any other degree.

(Signature) NAME Enrol.No. Batch Date

Acknowledgement
“No Learning is proper and effective without Proper Guidance”
Every study is incomplete without having a well plan and concrete exposure to the student. Management studies are not exception. Scope of the project at this level is very wide ranging. On the other hand it provide sound basis to adopt the theoretical knowledge and on the other hand it gives an opportunities for exposure to real time situation. This study is an internal part of our MBA program. Intention, dedication, concentration and hard work are very much essential to complete any task. But still it needs a lot of support, guidance, assistance, co-operation of people to make it successful. I bear to imprint of my people who have given me, their precious ideas and times to enable me to complete the research and the project report. I want to thanks them for their continuous support in my research and writing efforts.
I wish to record my thanks and indebtedness to Ms. Dr. Divya Gangwar whose inspiration, dedication and helping nature provided me the kind of guidance necessary to complete this project. I would also like to acknowledge my parents and my batch mates for their guidance and blessings Name : Sanjay Singh Enrolment No. : 01015603911 Semester/Batch : MBA , 4th semester Date :

CONTENT

PAGE NO
1-3

Objectives of the study
4-11

Company Profile

12-13

Literature Review

14-16

Research Methodology
17-31

Data Analysis

32-32

Findings
33-33

Conclusion Bibliography
34-34

Recommendations Bibliography

Cafeteria. Executive summary This research is aimed at analyzing the current state of the HR outsourcing market in India and the trends that are prevalent in the same. Outsourcing non-core activities allows HR professionals to move away from routine administration to a more strategic role. in this era of globalization there is high degree of competition in all areas. The number of companies outsourcing HR activities continues to rise. One very important trend in the recent times has been the growth of human resource outsourcing. employee benefits (Health. background interviews. can be devoted to company's core business. Outsourcing has become a common response to manage people and technology resources strategically. focus on their core competency. human resource management (hiring and firing. Outsourcing reduces the need for large capital expenditures in non-core functions. handling taxes.. As a result. Thus.3. etc. Critical internal resources. Life insurance. i. etc). and manage costs more effectively. a service provider or a manufacturing firm. Rapidly changing market dynamics and global competitive pressures have caused organizations to spend more time focusing on their core business. The organization can focus on higher valueadded activities while the outsourcing provider takes care of the day-to-day administration. So companies now. risk management. enhance services. exit interviews and wage reviews). Today. HR outsourcing can happen in HR functions. outsourcing becomes a strategy for reducing the capital intensity of the business. dealing with sick-time and vacations). and the scope of outsourced HR activities continues to expand. Medical.e. like payroll administration (producing checks. be it a software company. A growing number of executives understand the . such as technology and talent. and let someone else do the rest in a more efficient and cost-effective manner . Organizations are fast realizing that they can't be all things to all people. human resources outsourcing is becoming increasingly prevalent. This strategy has gained popularity as companies aim to become more nimble and gain the speed and flexibility necessary to compete in today's business environment. decide what they are good at and outsource everything else.

But still in India. This is where Indian HR outsourcing companies face a major handicap .deciding on the sample size . However.taking interviews 3.benefits it can bring in terms of not only cost savings. Many recognize outsourcing relationships as long-term partnerships created to further the strategic goals of the organization.designing questionnaire . but also heightened strategic focus. Collecting data . Research Design: Developing Research Plan and implementing it . The biggest problem . Research Process adopted was as follows: 1. India has immense potential as more than 80% of fortune 1. we tried to find out about the preferred models for outsourcing and perceived advantages and disadvantages. losing control over confidential data. Experts say the basic reasons hampering the growth of HR outsourcing in India are confidentiality and cost factors. the future seems to be very promising.and this is why the HR outsourcing industry in India is on the back foot . As part of our research. Defining the objective of the research and reviewing literature available on it (Secondary Research) 2. allowing the client to streamline their internal processes and concentrate on generating profit in their core business. ethics and quality of outsourcing vendors. Estimates show that the latent size of HR outsourcing in India is about $ 2 billion with a current market of $ 27 million and it is growing at an alarming rate of about 50 per cent.is the government and the industry's failure to tackle issues like data security and data privacy.000 companies are discussing HR outsourcing as a way to cut costs and increase productivity. security breaches and overall confidence in the vendors deters many organizations. we gathered information from a number of companies about HR outsourcing and the reasons for which they outsource or don’t outsource. people are not very clear about what exactly is manpower outsourcing all about. Also. Moreover. and issues like quality and trust needs to be addressed properly. the fear of losing jobs. Companies to whom organizations outsource their Human Resources function possess the knowledge and resources to expertly perform part or all of a clients' human resources function.

ICICI Lombard TCS JCB India Ltd.4. Ltd. Analyzing data 5. Mcgraw-Hill Education .E. Star Wire India Ltd. Career Launcher Saksoft Ltd. Sterling & Wilson Pvt.H.L. Interpreting and reporting the findings Some of the companies included in the survey were: HDFC Bank B. Preparation of report 6.

or peripheral . outsourcing is an accepted management tool for restructuring and refocusing the way an organization does business. but also combines them with the ownership and management of processes on behalf of management by an outside vendor.Introduction What Is Outsourcing? In a nutshell. It challenges management to build a more flexible organization centre on the core competencies of the business. Business process outsourcing (BPO) is based on the principles of reengineering. HRO can be traced back to the definitive work of Michael Hammer and Jim Champ in Re-engineering the Corporation.activities are outsourced. BPO has been applied to many transactional processes that can be easily defined or 'scaled' and transferred to third party ownership with deeper expertise than themselves. in accordance with terms stipulated in a service level agreement (SLA). Until recently. In making the determination that a business has more to gain by having certain "noncore" aspects of the business outsourced to a third-party service provider. the organization transfers responsibility for one or more activities or functions that would normally be performed in-house to a qualified vendor.in the sense of core competencies that drive competitive advantage. for a specified period of time and at a negotiated fee. This spawned the business process re-engineering (BPR) industry in the 1990s. Any non-core . the organization is making a decision to send certain parts of the business out to a provider whose "core competency" is that part of the business. HR outsourcing (HRO) is the application of different business models and techniques to new forms of activities . • Services are improved • Overheads are reduced . Typically.or processes – and radically redesigning them to create outputs of value for end users such as customers or employees. the management of IT systems has been the major element of the outsourcing market. In essence. An ongoing debate concerns which business processes are 'core' to organization .

Multi-process services: The complete outsourcing of one or more functional human resource processes would be an example of multi-process outsourcing (also called blended services). Other advantages for clients include: • cost reductions • service improvements • upgrading technology • being better able to respond to business change. As such. With the new focus on outsourcing. Many transactional HR processes are outsourced and are increasingly associated with electronic delivery . Competition among HRO providers has dramatically reduced prices.or 'e-HR'. HR outsourcing can include Discrete services: In this instance. HR executive management would normally remain in place within the . as well as the transition of HR management and staff. Much day-to-day HR administration can now be transferred to third party providers. EDS and Accenture. one element of a business process or a single set of high-volume repetitive functions is outsourced to a third-party administrator. However.although not exclusively . to include recruitment. there is more of an opportunity to partner with the vendor to provide the service on a longer term basis rather than just a one-time vendor contract. compensation and communications. the outsourcing of either health and welfare benefits administration or defined retirement plan and 401(k) plan administration to a thirdparty administrator would be an example of multi-process or blended services outsourcing. benefits. Payroll and benefits is widely outsourced with organisations benefiting from economies of scale and powerful Enterprise Resource Planning (ERP) solutions. flexible spending accounts or employee background checks. Examples of discrete services could include the annual open enrolment process. payroll.thus reducing people The outsourcing of HR processes emerged in the late 1990s. HR outsourcing was thought of as hiring a vendor to provide a service. HRIS. Types of HR Outsourcing In the past.• Many processes are automated . pioneered by firms specialising primarily in IT outsourcing .in the US such as ACS. Total HR outsourcing: Total HR outsourcing represents the transfer of the majority of HR services to a third party.

and Talent Management. based on brokerage revenues. PeopleStrong specializes in HR Shared Services.organization. Aon was ranked by A. adding value by enabling organizations to add reliability and accuracy to HR output and thus creating Happy Organizations.000 colleagues worldwide. PeopleStrong provides compelling solutions to employers in all segments with over 70 multinational clients. Risk Management. For over 6 years. 1 global insurance brokerage in 2009. best reinsurance intermediary and best captives manager in 2010 by the readers of Business Insurance.M. operational excellence and innovative technology has delivered happiness for our customers as well as their employees. and HR Technology Solutions. We drive well known research studies like 'India Attrition Study' & 'BestCompanies to Work'. along with strategic planning related to people management and other key HR functions at the discretion of management Those company providing HR outsourcing there…… People Strong People Strong: Powered by People. With a pan-India presence. PeopleStrong has implemented the largest number of HR Shared Services projects in India. and Education Recruitment Process Outsourcing (RPO) in India.Industry Leading Global Resources Our industry-leading global resources. People Strong services global players across industries and is one of the first movers in BFSI. Benefits. IT/ITES. managing over 2 lac employees every month. Recruitment Solutions. We saw that globalization demanded two capabilities: gather the best thinking from around the world and then deliver solutions locally. Aon delivers distinctive client value via innovative and effective risk management and workforce productivity solutions.Recruitment. insurance and reinsurance brokerage. and voted best insurance intermediary. Processes & Technology People Strong is a leading HR Outsourcing company. Auto. and human resource consulting and outsourcing. Learning & Development. our unique combination of domain expertise. specializing in HR Shared Services . Best as the No. Payroll & Compliance Management. Pharma . Workforce Management. Process Consulting. With worldwide . Aon recognized many years ago that our clients want products and services built around their unique needs and provided by professionals with deep expertise in their industries and local markets. Payroll & Compliance Management. Aon Aon plc is the leading global provider of risk management services. technical expertise and industry knowledge are delivered locally through more than 500 offices in more than 120 countries. Through its more than 61.

We can help you achieve better business results by finding. SSON has been supporting the global shared services and outsourcing community for over 10 years. These resources let us deliver services around the world—to multinational companies. services. It is the cornerstone of every company’s capital structure. We provide a forum for the international services delivery community. Insurance and Risk Management Insurance and risk management is now widely viewed as a critical boardroom issue. insolvency and bankruptcy. risk management. actuarial and rating agency counsel. associations and affinity groups and even individual consumers—with the local expertise necessary to meet your specific needs SSON SSON is your one—stop shop for all questions and information needs regarding your shared services operations. Human Resource Consulting and Outsourcing Aon Hewitt is the world’s top global human resource consulting and outsourcing firm. and leading technology. a vast base of intellectual capital. make connections. and relevant analytics and technical expertise. Clients are better able to differentiate and meet their business objectives with our treaty and facultative reinsurance placement services. in which practitioners can exchange knowledge. capital markets expertise. To effectively deliver these. Reinsurance Reinsurance is critical to helping insurance companies underwrite risk profitably. providing a complete array of consulting. independent agents or brokers. or worse. and stay up-to-date with the latest news to impact the industry. small businesses. and human capital consulting. Aon Benfield. outsourcing and insurance brokerage services. including catastrophe management. A poorly constructed program may leave your organization vulnerable to major long-term setbacks. Aon has developed a global network of local resources brought together via our Global Business Units and a Strategic Account Management system. and other. the world’s leading reinsurance broker and capital advisor.distribution. learn from case studies. developing. motivating and rewarding employees in ways that fit with your broad financial and business goals. Aon Risk Solutions provides a well-designed insurance and risk management program that frees you to pursue your vision—unhindered by concerns that you may need to hoard precious financial capital or maintain unusually high levels of liquidity. Our professionals possess extensive knowledge and experience in a variety of fields and help companies of all sizes attract and retain top talent. we have built a professional services company to achieve these important goals—all focused on areas increasingly in demand: insurance brokerage. delivering objective advice and fostering competition among highly rated reinsurers and an expanding array of new and alternative capital providers. provides clients with integrated capital solutions and services. while preserving or enhancing capital strength and ratings. SSON runs conferences .

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HR .  To analyze the risk level during the HR outsourcing  To analyze the outsourcing factors are help to vender selection.Objective of the research  To analyze of this research is to formulate a picture of current trends in outsourcing in HR services  To identified discern common factors promoting or inhibiting the growth of outsourcing industry.

one-third of organizations did not outsource any HR functions. compared with small organizations. the organization comanages the function with the vendor. The top three functions that were outsourced completely were background checks. More than one-half of HR professionals indicated that their organizations partially outsourced an HR function. and nearly one-third expected their organizations to increase their level of HR outsourcing. However. Literature review: Global Scenario SHRM Human Resource Outsourcing Survey Report The 2012 survey report revealed that HR outsourcing was a practice used by almost six out of 10 organizations. The difference is that when functions are partially outsourced. Some of the most frequently named drivers for outsourcing were reducing operating costs and controlling legal risk by improving compliance. HR functions were usually partially outsourced or completely outsourced. . When asked about the future of outsourcing. employee assistance programs and administration of flexible spending accounts. were twice as likely to indicate that their reason for outsourcing was an attempt to free up the time of their HR staff to focus more on organizational strategy. and only a few planned to outsource HR functions in the next three years. when they are completely outsourced. pension benefits and payroll were examples of functions most commonly cited as partially outsourced. about two-thirds of HR professionals predicted that their level of outsourcing would remain the same over the next five years. the vendor takes full responsibility. However. large-staff-sized operations.5. Administration of health care benefits.

the majority of HR professionals indicated that outsourcing allowed HR professionals the chance to concentrate their efforts on core business functions. specifically transactional.Outsourcing seemed to be favored to a greater extent in large-staff-sized organizations: Almost twice as many HR professionals from these organizations. Correspondingly. When asked about the benefits of outsourcing. compared with medium organizations. indicated that HR outsourcing was likely to increase in the next five years. nearly three-quarters of HR professionals agreed that the role of HR professionals became more strategic with the outsourcing of certain. such as organizational strategy development and execution. HR functions .

a recruiting firm in Bangalore. a global HR outsourcing and consulting firm. "Even though across the globe companies are realising that headcount is directly related to the revenue and are outsourcing most of their transaction and administration related work. however. A recent survey 'Outsourcing in the Asia-Pacific'. "It is a process of outsourcing involving particular tasks like recruitment. founder CEO & managing director of The Head Hunter. confirms the situation. Estimates show that the latent size of HR outsourcing in India is about $2 billion with a current market of $27 million and it is growing at a rate of about 50 per cent. say though foreign companies are outsourcing jobs to India. making payroll. Talent Hunt Pvt Ltd. adding: "Here people are also not very clear about what exactly is manpower outsourcing all about. the general opinion among the Indian companies is that it is still economical to manage all their HR process internally.”Explaining about the concept of HR outsourcing. or are unaware of the players operating in the area." . with companies outsourcing a few selected low-end HR processes. says. Kris Lakshmikanth." Mahajan says." says Anil Mahajan. putting the country in the middle of outsourcing boom. training and development to a third party who have expertise in these respective fields.Present scenario in India With more and more companies looking to rationalise employees on their payroll. Experts. the Indian companies do not seem to be enamoured by the opportunity till now and are not adopting HR outsourcing practices in a big way . manpower outsourcing is slowly becoming the new buzz in India too. The survey showed that many companies in the region are either unfamiliar with the process and procedures of HR outsourcing. And the trend seems to have hit not just big multinational companies but the public sector and government undertakings as well. "HR outsourcing in India has not seen the required momentum and is limited to a trickle effect. a leading HR firm in New Delhi. executive director. conducted by Hewitt Associates. though on a very low key yet in the latter.

"HR outsourcing can happen in areas such as payroll. In India. hardware maintenance. fixed assets administration. the most common processes outsourced are related to training. call centres and database management. . employee benefits administration. telemarketing. network. receivable and logistics management.

“most companies are not sure about the end result. can be outsourced to third party vendors. it makes sense to focus only on the organisation's core competencies and outsource non-critical business activities." Experts say the basic reasons hampering the growth of HR outsourcing in India are confidentiality and cost factors. routine administrative work. although important. Also currently there are no standard benchmarks available so pricing varies a lot from vendor to vendor for similar services. But." Mahajan adds. security breaches and overall confidence in the vendors deters many organisations. Key Points we noted:  HRO market is still in transition  Vast difference exists between the state of HRO market in India and the global scenario  People not yet clear about HRO in India  Public Sector hasn’t yet taken to outsourcing  Cost/benefits and confidentiality are most important considerations in HRO  More freelancers exist in the market than organized players  Size of companies is also an important factor in HRO . losing control over confidential data. In this context.payroll processing. benchmark studies and statutory compliance. Lakshmikanth says." they say. "There has also been a transition on its user acceptance. which they will receive from the vendor. ethics and quality of outsourcing vendors. Elaborating about the benefits of manpower outsourcing.” he adds. Therefore. as the Hewitt survey puts it ‘with economic slump showing signs of improvement. surveys. where it is moving from a corporate domain to public sector undertakings and the government sector. it would still be sometime before we see increased levels of HR activities being outsourced. Quality at times forms another roadblock. However. According to Mahajan. This gives the customer the feeling that they are not getting best value for their money. every organisation is aiming at achieving productivity by enhancing return on investments and achieving the economies of scale. many HR outsourcing vendors are optimistic that things will look up in the near future. Besides the fear of losing jobs.’ Experts also believe that in present times HR outsourcing is undergoing a transition phase. "Today.

 HRO is expected to gain momentum in the coming years .

structure and strategy of investigation conceived so as to obtain answers to research question. Graphs were used to represent the data for the better and accurate interpretation of the result. percentage methods are used for the calculation and the result was interpreted. 1. incommon terms refers to a search for knowledge.8. RESEARCH DESIGN: Research design is the plan. Statistical tool:. Internet Catalogues etc SAMPLING DESIGN: Definition of population: The hr department of companies. Research. Primary data: Data collected for specific purposes in the form of questionnaire Secondary data: Data existing in the form of Books. Descriptive research design was chosen for the present study . Sampling size: A sample of 10 people was selected from the target population for the study. PERCENTAGE ANALYSIS: .Percentage method STATISCAL TOOLS: For the purpose of analysis. Research methodology consists of different steps that are generally adopted by a researcher to study the research problem along with the logic behind them. This test was used to minimize the error of thedata collected. DATA SOURCES The study is mainly based on the data collection from primary as well assecondary sources. Research Methodology Research methodology is way to systematically solve the research problem.

Also. Target group for carrying out the survey was the HR departments of various organizations. journals.Percentage refers to a special kind of ratio in making comparison between two or more data and to describe relationships between the data. This data was collected and studied to determine some of the broad trends prevalent in HR outsourcing across the world and the presence of HR outsourcing industry in India. the data thus gathered helped in identifying key parameters to examine through further exploration and thus helped in defining the hypotheses for further study as well as designing the questionnaire. Sampling technique: The sampling technique used for the survey was non-probabilistic in nature. the distribution of two or more series of data . Percentage= no of respondent/ total respondent* 100 Two methodologies were adopted while undertaking the research: Secondary data collection: large amount of secondary data is available in the forms of articles. For this purpose. Primary data collection: Primary data was collected through the means of a sample survey. Responses were then collected and analyzed to arrive at certain conclusions. The questionnaire was accompanied by an introductory letter stating the purpose of the research and promising confidentiality. the respondents chosen were from varying sectors and thus provided a good estimate of the overall picture prevalent. and previously conducted researches on the similar topics. Percentage can also be used to compare the relative terms. . 8. Also. The data collected through this survey was then analyzed to determine patterns and for testing the validity of the hypotheses formulated. a questionnaire was mailed to some of the HR managers and executives in various organizations and their response was solicited.2 Data Collection: A questionnaire was developed and administered via email to the respondents. Convenient sampling technique was used owing to limited number of resources for carrying out the research. The study objective itself omitted the need to study small scale organizations as they generally don’t have a separate HR division as such and hence were not considered for carrying out the survey.

NO 1 2 PARTICULER Yes No TOTAL RESPONDENT 7 3 10 % OF RESPONDENT 70.% 100.00% INTERPRETATION: 70. % of the respondents are using hr outsourcing and remaining 30% are not outsourcing any HR services.% 30.OF S. You outsourced any HRM service by your .DATA ANALYSIS Use any HR services form outsourcing NO.

NO 1 2 3 4 5 Factors providing temporary staff Recruitment &selection Training &development managing payroll system managing benefits NO.00% INTERPRETATION: This table shows that 30% of the organization say under the managing payroll system and 10 % says under the managing benefits factors by HR outsourcing Research & selection 20%and also 20% of the respondents in a other option.00% 30.00% 20.00% 20. S. .OF RESPONDENT 2 2 2 3 1 % OF RESPONDENT 20.00% 10.organization.

NO 1 2 Factors Cost savings Increased capacity Access to technology better 3 INTERPRETATION: This table shows that 50% of the respondents are agree on cost saving followed by 30% comes under the increased capacity and The least no of the respondents 20% comes under the others factors.00% 30.00% % OF RESPONDENT 50.OF RESPONDENT 5 3 system & 2 20.This factors are major reasons for outsourcing HR services     NO.00% S. .

which of the following approach do you utilize.Some major risks associated with outsourcing HR services     S.00% 2 7 10 70% 100. The least no of the respondents 20% comes on mismatch of culture& financial stability of chosen vendor While outsourcing more than one HR services. NO 1 2 3 4 Factors mismatch of culture security of database financial stability of chosen vendor justification calculation of cost-benefit 3 30% NO.00 .OF RESPONDENT 2 3 2 % OF RESPONDENT 20% 30% 20% This table shows that 30% of the respondents are said security of database& justification of cost-benefit calculation are higher major risks associated . 1 consolidating all HR services under one vender Employing different vender for different HR services according to specialization Total 3 30.

. % of the respondents are agree on Employing different vender for different HR services according to specialization and remaining 30% are under one vender.INTERPRETATION: 70..

NO 1 2 3 4 PARAMETERS Cost brand name of service provider Range of services being offered Others flexible options This table shows that 40% of the respondents are said the cost is most important parameters for vendor selection The least no of the respondents 10% comes on Others flexible options . NO.These parameters are most important parameters for vendor selection.OF RESPONDENT 4 2 3 1 % OF RESPONDENT 40% 20% 30% 10% S.

NO 1 2 PARTICULER Yes No Total NO.You agree on that outsourcing HR services has achieved its purpose for your organization . S. % of the respondents are said yes achieved and remaining 40% are said No.OF RESPONDENT 6 4 10 % OF RESPONDENT 60% 40% 100% INTERPRETATION: 60. that no achieved its purpose in organization .

S.OF RESPONDENT 2 4 3 2 10 % OF RESPONDENT 20% 40% 30% 20% 100% INTERPRETATION: This table shows that 40% of the respondents are said satisfaction cost saved due to outsourcing is effectiveness The least no of the respondents 15% comes on increase in employee .NO 1 2 3 4 PARTICULER None cost saved due to outsourcing service level improvement increase in employee satisfaction Total NO.The measuring of effectiveness on the outsourcing HR services.

. Limitations The limitations of our research are:  The sample which we took does not represent the whole population as the numbers of respondents were very less  We used convenience sampling technique owing to limited resources which is not ideal for this kind of research  Our limited experience was another constraint on the quality of the research  We could not include the HRO vendors in our research to gain their perspective  Our respondents were from specific areas and did not cover the whole of India  We missed out on some sectors in our research .

for outsource any HR services. % of the respondents are say yes and remaining 30% are say no.   There 40% of the respondents are agree on cost saving followed by 30% comes under the increased capacity and 20% of the respondents under the better system. % of the respondents are said yes achieved and remaining 40% are said No..  Here70. The least no of the respondents 10% comes under the others factors.  It fined 60. The least no of the respondents 15% comes on increase in employee satisfaction .  Findings There 70. % of the respondents are agree on under different vender and remaining 30% are under one vender.10. that no achieved its purpose in organization  40% of the respondents are said more effective followed by 25% comes on service level improvement and 20% of the respondents said none. There 25% of the respondents say under the managing payroll system and 15 % says under the managing benefits factors Research & selection 20%and also 20% of the respondents in a other option.

Conclusion  strategy outsourcing has come to stay in Human Resources:  Low end and non core process in HR will get outsourced  HR expertise area will be outsourced for some more time till org. build capability  Employee relation and strategic HR will remain in-house  Challenge will be of matured long term business partner for outsourcing .

BMS by Bhavana.hrVillage.Anjali Patkar International Human Resource Management By K Aswathappa.EUSD Human Resources www.org BOOKS Marketing and Human Resource Management TY Bcom Paper 3 By Dr. Parag Ajagaonkar.Chauhan Publisher: Sheth Publishers I-Questionnaire .Y.HRdiv.HR.Sites names:www. Sadhna Dash Human Resources Management : Fourth Edition by Mirza S Saiyadain Human Resource Management T.Com www.COM www.

) Name of Organization:      Location:      Which sector your organization belongs to? Manufacturing Sector IT Sector I T E S / B P O S e c t o r R e t a .Survey on current trends in HR Outsourcing Data being collected through this questionnaire is purely for academic research and will be kept confidential. (Please put “X” against an option to select it.

skip next question . Please mention      For how long has your organization been in service? < 3 years 3 years – 5 years > 5 years Do you outsource any of your HR services? Yes No If the answer to above question is “No”.i l S e c t o r F M C G S e c t o r Government Organization Any other.

Which of these HRM services are outsourced by your organization (Select all services being outsourced)? HR service Providing Temporary staff Recruitment & selection Training & Development Managing Payroll systems Managing benefits Conducting Employee surveys Complete HR function Which of these factors are major reasons for outsourcing HR services? Cost savings Increased capacity Lack of internal staff / capabilities Access to better systems and technology   Other factors (Please mention)          Which of these are major risks associated with outsourcing HR services?  Mismatch of cultures  Security of Database  Financial stability of chosen vendor  Justification of cost-benefit calculations  Other factors (Please mention)      .

(Please rank them from 1 onwards in order of decreasing importance.) o Consolidating all HR services under one vendorEmploying o different vendors for different HR services according to specialization While outsourcing HR services.) Yes No . which of these parameters are most important parameters for vendor selection.While outsourcing more than one HR services.)  Cost  Brand Name of Service Provider (Proven Track Record)  Range of Services being offered  Flexible Contract Options  Other factors (Please mention)      Do you think that outsourcing HR services has achieved its purpose for your organization? (Organizations which don’t outsource HR services skip this question. which of the following approach do you utilize? (Organizations which don’t outsource HR services skip this question.

Which metric do you use for measuring the effectiveness of outsourcing HR services? (Please select all the measures being used.) None Cost saved due to outsourcing Service level improvement Increase in employee satisfaction Other factors (Please mention) A****************** Thank You for Your Time******************* ny comments on HR outsourcing trends…      .

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References/ Bibliography .