外包与离岸外包相混淆的情况并不少见，但现实情况是，它们之间存在显着差异。但您可能会问，它们有何不同？好吧，外包是指将内部运营转移到外部组织，无论是在同一个国家还是在海外。虽然离岸外包涉及将业务职能转移到不同国家的过程和地理活动，但这可以是相关组织的外部或内部。
虽然外包可能包含离岸外包的各个方面，但可以利用多种优势为您的组织带来优势，包括：
管理增长： 通常，企业在选择离岸业务时的一个关键考虑因素是他们通常可以从更便宜的经济中受益，从而在业务规模扩大的同时控制成本。
非核心能力： 您的组织有能力确保您内部可能没有的能力或技能，从而可以专注于您最擅长的事情。
共享所有权： 技术和组织基础设施可能被证明是一项昂贵的投资，作为您服务的一部分，您可能有能力分享这一点，并最终将相关成本外包。
了解组织驱动因素和业务背景
您的组织驱动因素可能会为您提供洞察力，以回答是否内包或外包的重要问题。对此可能没有错误或正确的答案，但这在很大程度上是由当时的组织需求驱动的，并且可能取决于所讨论的业务部门和组织的未来方向。例如，也许您的主要驱动力是风险管理，其中外包可以为您的组织提供更好的监督。新的供应商甚至可能拥有更好的技术、更先进的控制和改进的监管合规流程，以帮助降低风险——在这种情况下，外包可以被视为一个可行的选择。然而，重要的是要记住，外包的决定不应仅由一位司机做出。
相反，您如何决定是否将服务带回内部？可能有助于您在内部恢复内部客户服务的一个因素可能只是您的组织比任何外部组织都更了解您的客户。
虽然驱动因素是关键，但考虑业务环境和组织本身的战略也很重要。也许一个组织正在收购并可能要求 HR 具有灵活性，如果 HR 职能没有以能够实现这一点的方式设置，这可能会出现问题。此外，如果您有基于成本的驱动因素，您可能需要考虑英国退欧等方面的经济不确定性。外包不应该仅仅代表一种单向的机会，而是一个不断审查的过程。
质疑您当前的人力资源交付模型
一旦您了解了驱动因素以及您业务中的背景，您应该就您当前的人力资源交付模型提出正确的问题。这将有助于更全面地了解您应该采取的步骤。这些包括：
目前外包或内包的是什么，目前是否运作良好？
您的业务的核心是什么？
您目前是否正在投资或计划投资某些领域？
你了解卷吗？
目前提供服务的成本是多少？
维持未来成功
规划是支持向部分或完全外包模式过渡的关键部分。在维持未来的成功方面，让内部人员甚至供应商组织内的人员监督过渡可能会有所帮助。不仅如此，在外包之前设定期望而不是允许全权委托的方法可以帮助确保交付结果。您的组织还需要考虑根据需要经常检查 KPI，并提供明确的升级路线以快速解决问题。但最重要的是，当事情进展顺利时，不要害怕庆祝成功，这将提高道德并进一步改善您与供应商的关系。
在我们的网络研讨会 “外包以改善您的招聘计划的原因、时间和方式”中的外包背景筛选案例， 89% 的观众认为，近年来围绕背景调查的合规性变得更加复杂。当您考虑到景观日益复杂的情况时，这不足为奇。我们的趋势报告证实了这些发现，因为 31% 的受访者表示进行背景调查的最常见理由是提高或满足法规遵从性。与 gooho 等拥有全球影响力和当地知识的筛查提供商合作，可以帮助指导组织了解全球法律允许的内容，以及文化上可接受的内容。通过与相关组织合作，值得信赖的筛查提供者可以帮助推荐正确的行动方案，以改进或建立健全的筛查计划。
While outsourcing may incorporate aspects of offshoring, there are multiple benefits that can be leveraged to the advantage of your organisation, including:
Managed Growth: Often, a key consideration for businesses when choosing to offshore is that they can usually benefit from cheaper economies, allowing costs to be controlled whilst the business scales.
Non-Core Competencies: Your organisation has the ability to secure competencies or skills you may not have in-house, which allows focus on what you do best.
Shared Ownership: Technology and organisational infrastructure can prove to be a costly investment, as part of your service you may have the ability to share this and ultimately, outsource the associated costs.
Understand the Organisational Drivers and Business Context
Your organisational drivers may give you insight to answer the important question of whether to insource or outsource. There may be no wrong or right answer to this, but this is very much driven by the organisational needs at the time and may depend on the business unit in question and future direction of the organisation. For example, perhaps your main driver is risk management, where outsourcing may provide your organisation with better oversight. The new provider may even have better technology, more up-to-date controls and improved regulatory compliance processes that help mitigate risk – in this case outsourcing could be seen as a viable option. However, its important to remember that the decision to outsource shouldn’t be made on one driver alone.
In contrast, how do you decide whether to bring a service back in-house? One factor that could contribute to you bringing back internal customer services in-house, may simply be that your organisation knows your customers better than any external organisation could hope to.
Whilst, drivers are key it’s also vital to consider the business context and the strategy of the organisation itself. Perhaps an organisation is acquiring and may require HR to be flexible, which may prove to be problematic if the HR function isn’t set up in a way that would enable this. Additionally, if you have a cost-based driver you may want to consider the economic uncertainty surrounding aspects such as Brexit. Outsourcing shouldn’t just represent a one-way opportunity, but rather a process that is continually reviewed.
Question Your Current HR Delivery Model
Once you understand the drivers, and the context of this within your business, you should ask the right questions of your current HR delivery model. This will help form a more complete picture of the steps you should take. These include:
What’s currently outsourced or insourced and whether it’s currently working well?
What’s core to your business?
Are you currently investing or planning on investing in certain areas?
Do you understand the volumes?
How much does it currently cost to deliver the service?
Sustaining Future Success
Planning forms a critical part in supporting the transition to a partial or fully outsourced model. Having people in-house or even within the supplier’s organisation to oversee the transition can help when it comes to sustaining future success. Not only that, but setting expectations prior to outsourcing rather than allowing a carte blanche approach can help to ensure results are delivered. Your organisation will also want to consider checking KPI’s as frequently as needed, with clear escalation routes in order to resolve issues quickly. But most importantly, don’t be afraid of celebrating the success when things go right, this will boost moral and further improve your relationship with your supplier.
The Case for Outsourcing Background Screening
In our webinar “The Why, When and How of Outsourcing to Improve your Hiring Programme”, 89% of our audience, believed compliance surrounding background checks has become more complex in recent years. Which comes as no surprise, when you consider the growing complexity of the landscape. Our trends report, corrobates these finding, as 31% of respondents reveal that the most common justification for conducting background checks is to improve or meet regulatory compliance. Working with a screening provider such as Sterling that possesses global reach and local knowledge, can help guide an organisation into what’s legally permissible across the globe, but also what’s culturally acceptable. By taking a collaborative approach with the organisation in question, a trusted screening provider can help to recommend the right course of action for improving or establishing a robust screening programme. Employers may also leverage the compliance and industry expertise of the supplier, who should have deep-market knowledge and work to the standard of the sector.
