As each year comes to an end we reflect on things accomplished and completed throughout the year. Considering the current economic climate of our country, we’ve made strategic investments in our corporate team, processes, and technology to begin 2012 with a well prepared and strategic approach to reach and exceed our future goals.
Benjamin Enterprises commitment to listening to our customers resulted in the development of eLearning programs that dramatically extend our traditional classroom-based training into the workspaces and homes of employers seeking better qualified talent, and allowing employees to improve themselves.
In late October, CEO Ms. Benjamin mentioned in a blog post the right questions that companies should be asking about Workforce Solutions. She followed with a series of blogs, each addressing a specific question regarding Workforce Solutions.
The first of the series addressed how a Workforce Solutions engagement could help an organization do its job better. Ms. Benjamin simply states that “The ability to refocus and realign core resources to improve your product or service, while enjoying the benefits of reduced operating costs and improved efficiency that we bring as your partner, is how a Workforce Solutions engagement helps your organization”.
Reducing costs has always been a key component to a Workforce Solutions Engagement, especially in today’s uncertain economy. Although cost reduction matters, it should never come at the expense of sound and steady operational performance.
The sole rationale for outsourcing as a means to improve on the performance of non-core functions makes for a sound strategy, regardless of financial savings. We have said it before and we will say it again, asking an expert to do these functions better than you makes good business sense.
A Workforce Solutions engagements starts with your decision to outsource the responsibility for business functions that are not your core competencies. Your decision rests upon the recognition that the functions you are outsourcing to us are our core competencies From the moment the transition begins, your expectation should be that is that they are clearly defined in the Service Level Agreement between us.
The SLA not only defines expected performance, but it can include contingency performance and address how service levels can be modified, if business conditions change.
As we all know from personal and professional experiences, trust is the foundation to proactive and successful operations. To us, transparent reporting is how we prove ourselves, gaining trust.
As a Workforce Solutions provider, we need to deliver the functions that you have outsourced to us, while providing you with visibility into your operating environment and to all actions taken to resolve operational issues. You should have ready access to a self-service management portal that provides operational visibility to our performance of work. The portal should offer, performance reporting (KPI’s), real-time alerts, event information and resolution, notifications and updates, and the ability to submit change requests.
From the moment a contract is signed, a Service Level Agreement (SLA) lays the processes and responsibilities that we as the provider, and you as the customer have in play. The SLA includes how the transition of operations will run from your team to ours and how we will manage the startup process, while keeping you informed at each step of implementation.
Once the SLA operations are completely transitioned, post-startup reporting commences in accordance with the requirements included in the SLA. The requirements spell out frequency of reporting, Key Performance Indicators (KPI’s), management issues, and other operational characteristics that are defined and flagged as important to your understanding of our performance.
All successful businesses are good at their core competency. You are the expert at functions your company must perform to maximize your profitability. There are other functions within your company that are typically not directly related to producing ROI but do have an effect on the business’ performance and profitability. These ‘non-core functions’ are typically outside a business’s core competency. Your company may be performing the ‘non-core functions’ adequately, but not necessarily optimally.
Our CEO, Ms. Benjamin delivers a great analogy about home improvement stores in her last post .
There is so much more to Workforce Solutions than just the ‘fundamentals’ which we have has covered over the past two months. Our CEO, Ms. Benjamin has talked to the ‘fundamentals’ and essential tools such as Service Level Agreement and Key Performance Indicators, along with explaining why Workforce Solutions is a better business model than the traditional ‘staffing augmentation’ model.
With so many claims to Workforce Solutions popping up, how is one to weed through to really understand a Workforce Solutions engagement? There are five questions you should ask about Workforce Solutions.
In many organizations non-core problems block the path to achieve desired results. Our CEO uses the phrase ‘You can’t see the forest because of the trees’. She refers to the ‘forest’ as a company’s business in the totality if its systems, and the ‘trees’ as the core and non-core functions that must be performed to yield the desired results.
Workforce Solutions allow companies to clear the path to improved operational efficiency and lower operating costs. More importantly, they take over non-core competencies to make room for the company to focus more on their core business.
The Workforce Solutions model allows for a more agile and flexible solution for businesses. Once a company’s business case is validated for the model, the benefit of the business case is incorporated into the Service Level Agreement. That document is the heart of the engagement between us and our customer.
The SLA agreement describes in detail that you are outsourcing to us, the processes we will use to fulfill functions and the measurements associated with those processes. These measurements are called Key Performance Indicators, or KPI’s, and they are reported to you in a consistent, objective and timely manner. The assurance of a quality performance of service is not left to change; it is built into the agreement and specifically measured.