The Era of Global HCM
Technology-enabled Services
Introduction
Only 8% of HR’s time
is devoted to talent
management1
Finding time for
talent management
As companies become more global,
the HR challenges that arise become
central to their success or failure.
It is much harder to align staff to
the strategy and comply with the
different HR rules in each location.
As a result, the speed to take
advantage of new opportunities can
be limited.
International success requires HR to have a
complete view of its talent, which can only be
achieved through standardised processes,
technologies and services. Yet, organisations
try to rely on broken processes, multiple
systems or vendors requiring endless
consolidation. This increases costs,
compliance issues and the ability to make
good and timely talent management
decisions.
89% of companies believe that
having a complete view of their
employees is “critical.” Yet only
30% of them actually have that
complete overview2
With non-value adding tasks such as
administration, benefits and payroll
estimated to take up to 50% of HRs time,3
this barely leaves any time for activities
that can support the business or provide
strategic value, let alone manage talent
on a global scale.
1. Quantifying Great HCM, ADP Research Institute 2013
2. A worldwide employee view fosters good decisions and better results, ADP 2011
3. Quantifying Great HCM, ADP Research Institute 2013
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the issues they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
L
A
B
GLO
Y
T
I
L
I
MOB
E
C
N
A
I
L
P
M
T
N
E
L
TA
N
O
I
T
I
S
I
U
Q
AC
G
N
I
G
A
R
E
LEV LENT
TA
CO
T
N
E
M
E
G
A
G
N
E
S
DI
4
S
T
S
O
NC
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
E
D
D
I
H
3
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Why HCM?
Global recruitment,
HR and payroll processes
Two of the biggest areas that slow HR down in
any location are recruitment and processing
of HR functions. Recruitment Process
Outsourcing (RPO) is part of a growing trend
towards multi-process HR outsourcing
(e.g., core HR, benefits and payroll) – where
businesses can achieve overall cost savings
of around 43%, improve compliance by 34%,
and through both of these benefits, can then
also access greater talent flexibility.12
By utilising cloud-based software services
and support that is always up-to-date and
continually improved, companies can:
• decrease time-to-hire by up to 88%13
• benefit from standardised reporting
• have better quality of hires
• reduce agency support
12. State of the Outsourcing Industry, HfS Research, 2013
13. Nelson-Hall, in-depth study on the RPO industry, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Why HCM?
More predictable
business
The smart use of HRO and RPO creates
more predictable business scenarios.
By consolidating talent, HR and payroll
services, and using a single cloud-based
platform that services the entire organisation,
firms are proven to perform better.
Those organisations that show higher-thanaverage adoption of talent management,
business intelligence, and social media
solutions have been shown to outperform
those with average or less technology
adoption in terms of 16% higher revenue
per employee and 35% higher profit per
employee.14
37%
Higher profit per employee
16%
Higher revenue per employee
Can you really
afford to ignore
these numbers?
14. CedarCrestone’s 2014 Annual Review of Global Organisations:
Learning from the Best Global Organisations
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Why HCM?
Technology alone
is not enough
An effective multi-country solution would
address platform compatibility, integrate
data, centralise information and provide
accurate insight on talent and support
compliance. But technology will not solve
everything.
International HR service delivery requires
a network of in-country HR specialists with
deep knowledge of local legislation and HR
details, requiring significant investment
outside of any organisation’s core business.
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Features
The era of technology-enabled services
Today, HR needs to combine technology,
talent and services to provide greater
insight, enabling performance and global
compliance that matches with business
objectives.
Having a solid HR partner by your side that
is able to provide 24x7 support with software
and expert services no matter where your
company operates, will:
• assist with compliance obligations
• help mitigate risk
PARTNERING WITH ADP ALLOWS BUSINESSES TO:
•Expand globally while staying
compliant with contracts, tax and
social security.
•Enjoy knowledgeable local services
and support worldwide to facilitate
technology adoption and evolution.
•Boost employer brand while
addressing the talent acquisition
challenges
around
background
screening,
time-to-hire
and
fill-rates.
•Benchmark operations against peers/
industry to drive strategic decisions.
• improve business process efficiencies and help growth
•Deliver true global payroll including
optimised disbursement, allowances
and benefits to over 100 countries.
It is their core business not just to have the
technology but also the expertise to provide
the service and the level of insight to support
the clients’ business.
ADP’s suite of technology-enabled services
provides HR leaders with the tools to focus
on their crucial processes, provide visibility
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
•Adopt
leading
performance
management
and
employee
development practices to ensure
solid bench strength and employee
retention.
into their talent while taking care of the dayto-day tasks that used to dominate so much
time in their locations across the world.
Features
Responding to change
To deliver effective and compliant global
HR services requires global solutions and
services that grow with your company,
turning HR into a real driver of corporate
culture.
HR can grow their visibility and credibility
with the business and can have real impact
due to the information they provide and the
speed at which it is collated.
If HR wants to stay relevant, the opportunity
is there for those who want to take it. Thanks
to technology-enabled services, HR now
has the ability to be both global, but local,
and can turn inefficiency into competitive
advantage.
Change is all around
us. Those that
respond to it best
will come out on
top.
Change is all around us. Those that
respond to it best will come out on top.
Skills gaps – what 65% of CEOs say
they’re most worried about15 can be
turned into skills mapping and
engagement creation.
15. SIA
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Contact ADP
Are you ready
for HCM?
ADP provides a comprehensive and global
Human Capital Management solution designed
to manage your entire employee life cycle from recruitment to performance management,
learning and development, payroll management
and HR administration.
If you would like to find out how ADP can transform
your HR for business success contact us:
General Contact
information
0800 180 4994
[email protected]
www.adp.co.uk
www.linkedin.com/company/adp
@ADP_UK
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Employers around the world rely on ADP®
(NASDAQ: ADP) for cloud-based solutions and
services to help manage their most important asset
- their people. From human resources and payroll
to talent management to benefits administration,
ADP brings unmatched depth and expertise in
helping clients build a better workforce. A pioneer
in Human Capital Management (HCM) and business
process outsourcing, ADP serves more than
630,000 clients in 100 countries.
www.adp.co.uk
The ADP logo and ADP are registered
trademarks of ADP, LLC.
Disclaimer: Please note to the extent possible ADP’s technology solutions will assist clients in complying with legislation by supporting their strategy however, on their own,
they may not meet all of clients’ legally-required obligations as an employer.
CONFIDENTIALITY NOTICE
All other trademarks and service marks are
the property of their respective owners.
© 2015, Automatic Data Processing Ltd.
Introduction
This document is intended solely for ADP’s clients and/or prospective clients. It is being made available to communicate ADP’s business plans. All information in this document
concerning ADP’s business affairs, plans and product strategy is confidential and proprietary to ADP and may not be disclosed without ADP’s prior written consent. No rights in
this confidential information are granted. ADP reserves the right to modify its business plans and product strategy mentioned in this document and while this information has been
prepared in good faith, no representation or warranty, express or implied, is or will be made and no responsibility or liability is or will be accepted by ADP or by any of its respective
officers or employees in relation to the accuracy or completeness of this information. In particular, no representation or warranty is given as to the achievement or reasonableness
of any future projections, management estimates or prospects contained in this information.
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the issues they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
GLOBAL MOBILITY
Just over 100,000 multinationals now employ
more than 70 million
Y
T
I
4
L
I
people
between
them.
The
B
O
M
L
A
B
number of multi-national
GLO
companies has tripled in
the last 20 years, but is now
growing at 6% per year.5
The pressure to attract
and retain talent is getting
harder.
E
C
N
A
I
L
P
M
T
N
E
L
TA
N
O
I
T
I
S
I
U
Q
AC
G
N
I
G
A
R
E
LEV LENT
TA
CO
T
N
E
M
E
G
A
G
N
E
S
DI
4
S
T
S
O
NC
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
E
D
D
I
H
3
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the factors they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
L
A
B
GLO
Y
T
I
L
I
MOB
E
C
N
A
I
L
P
M
T
N
E
L
TA
N
O
I
T
I
S
I
U
Q
AC
G
N
I
G
A
R
E
LEV LENT
TA
CO
T
N
E
M
E
G
A
G
N
E
S
DI
DISENGAGEMENT
In the 2nd globalisation wave,
it’s getting harder and harder
to align staff to an overall
corporate vision. Combined
with high disengagement put
at around 55% of employees,8
the result is low productivity
and reduced competitiveness.
4
S
T
S
O
NC
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
E
D
D
I
H
3
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the issues they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
L
A
B
GLO
Y
T
I
L
I
MOB
COMPLIANCE
E
C
N
A
I
L
P
M
O
C
Increased
compliance
will
continue to bog down
T
N
ME
E
G
A
SENG
DI
T
N
E
L
TA
N
O
I
T
I
S
I
U
Q
AC
HR
departments
and
increase costs. The average
compliance cost for global
organisations stands at
$3.5M with the average costs
of non-compliance being 3
times higher.7
4
S
T
S
O
NC
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
E
D
D
I
H
3
G
N
I
G
A
R
E
LEV LENT
TA
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the issues they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
L
A
B
GLO
Y
T
I
L
I
MOB
E
C
N
A
I
L
P
M
CO
T
N
E
M
E
G
A
G
N
E
S
DI
TALENT
ACQUISITION
T
N
E
L
TA
N
O
I
T
I
More than
Shalf of job searches
I
U
Q
C
A
are now on mobile devices9 and
with nearly 60% of jobseekers
not wanting to wait more than
two weeks between having a job
interview and receiving an offer,10
the gap between recruiters
and job-seekers needs to be
reduced. Investments in a
global employer4brand, the right
metrics and talent communities
need to be made.
S
T
S
O
NC
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
E
D
D
I
H
3
G
N
I
G
A
R
E
LEV LENT
TA
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the issues they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
L
A
B
GLO
LEVERAGING
TALENT
Most businesses are not
short of talent, but with
37% of companies’ data left
sitting in Excel or similar
types of databases,11 they
often don’t know where the
best talent is, or how to move
it to the right place.
Y
T
I
L
I
MOB
E
C
N
A
I
L
P
M
T
N
E
L
TA
N
O
I
T
I
S
I
U
Q
AC
G
N
I
G
A
R
E
LEV LENT
TA
CO
T
N
E
M
E
G
A
G
N
E
S
DI
4
S
T
S
O
NC
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
E
D
D
I
H
3
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014
Introduction
Multiple challenges
Why HCM?
Features
Contact ADP
Multiple challenges
5
It is vital that global HR and its
leaders can take back their lost
time to focus on the issues they
need to deal with. This includes
supporting the business and
1
the very real pressures they
face.
L
A
B
GLO
Y
T
I
L
I
MOB
T
N
E
L
TA
N
O
I
T
I
S
I
U
Q
AC
E
C
N
A
I
L
P
M
G
N
I
G
A
R
E
LEV LENT
TA
CO
T
N
E
M
E
G
A
G
N
E
S
DI
4
HIDDEN COSTS
S
T
S
O
C
N
E
DD of HR’s Total
HI63%
3
Introduction
Multiple challenges
Cost
of Ownership is hidden.6
Without a complete view
of all the costs, making
the right decisions when
transforming will provide
limited impact.
Why HCM?
Features
Contact ADP
4. UNCTAD 2011 World Investment Report
5. UNCTAD 2011 World Investment Report
6. State of the workforce – Results from PWC/Saratoga 2013/2014 HC Effect Report
7. True Cost of Compliance, Benchmark Study of Multinational Organisations,
Ponemon Institute, 2011
8. Trends in Global Employee Engagement, Aon Hewitt, 2011
9. Indeed, 2014
10. Job Candidate Trends, ADP Research Institute, 2013
11. ADP Global HCM Study, 2014