By David R. DiSalvo
The “Florida Journey” is a story one of the largest human resource (HR) outsourcing initiatives in the public sector. The initiative (also called “People First”) has had its share of ups and downs, and industry analysts, state and local governments, and many others have watched and inquired about its progress. Most recently, on December 8, 2009, the State of Florida Department of Management Services (DMS) signed a five-year contract renewal with Convergys Customer Management Group, Inc. (Convergys) to continue providing human resource services for the state (Convergys was recently acquired by NorthgateArinso, Inc., on June 1, 2010). This article provides an overview of the People First initiative and addresses those questions on how HR outsourcing has fared in the State of Florida.
Visit http://www.dms.myflorida.com/human_resource_support/people_first/the_florida_journey to learn more about the Florida Department of Management Services and to read the rest of David R. DiSalvo’s whitepaper.
By Steven Pearlstein, The Washington Post
By itself, a shift from outsourcing to insourcing would be bad news for government contractors but not necessarily for the Washington economy. After all, a job insourced from SRA International to the Transportation Department is still a local job.
Unless, of course, it isn’t. For at the same time that the government is restructuring how and where work is done, there’s a very real possibility that both the government and contractors will decide to shift work away from Washington. The reason: Thanks to all that recent growth, Washington is now a very expensive place for government and businesses to operate.
Even as some of the country’s biggest contractors (SAIC, CSC and Northrop) have moved their corporate headquarters to Washington, they have quietly shifted lower-level work out to take advantage of lower living costs and pay scales elsewhere in the country. Some, like CGI, have expanded into southwestern Virginia. Others have moved along with federal clients whose offices were transferred to other regions as part of the Defense Department’s base realignment process. As the number of contracts declines and contractors come under even more intense pricing pressure, it’s a good guess that even more work will be relocated.
By William Fitzgerald | Managing Partner | FitzDrake Search | Fall 2011
Mike Cassidy, the CEO of Undertone Networks said it best when he commented in a January 4, 2011 article for Venture Beat: “The right people can drive growth for almost any business.” Jim Collins, author of the book Good to Great commented: “People are not your most important asset. The right people are. Get the right people on the bus, the wrong people off the bus, and the right people in the right seats.” It seems very clear from these two comments that no matter what kind of business you are in, having the right people determines failure or success.
The challenge for a growing organization is not simply filling one role; it’s filling multiple roles quickly at a reasonable cost. This is especially difficult if you don’t have the resources of many Fortune 100 companies. Building an internal staffing function, with the purpose of identifying candidates an organization might possibly hire sometime in the future, is a luxury many organizations can’t afford. While it makes sense in theory, in practice it’s cost prohibitive.
The real challenge facing many small organizations, as well as many growing Fortune 500 to Fortune 1000 organizations, is how to build pipelines of great talent, hiring the right person in a timely and cost efficient manner.
by Brad Power, Harvard Business Review
You might think that the corporate human resources function doesn’t have much of a role in improving business processes, such as product development, operations, customer service, or distribution. But I’ve found that it does. HR can propel or inhibit process improvement because it has an outsized influence on people: how they are recruited, rewarded, and developed. In organizations like IBM, Lowe’s, and Harvard Vanguard where HR has accelerated change, it has emerged from its compliance and administrative focus to make bold changes in spite of regulations, bureaucratic entanglements, and other barriers.
As I explained in my last post, IBM‘s corporate HR function was instrumental in the company’s strategy of standardizing and integrating processes globally. It developed “Global Enablement Teams” that brought marketing experts from mature IBM country units to help IBM businesses in developing countries. In a post about Lowes, the $49 billion home improvement retailer, I described how Cedric Coco, senior vice president of learning and organizational effectiveness, quickly united his group with the firm’s internal performance improvement team when he joined in 2008. And I also described how HR at Harvard Vanguard Medical Associates, a large Boston-area physician group, has changed how they recruit, orient, reward, and develop people to fit with their “care improvement” activities.
To read more, visit http://blogs.hbr.org/cs/2012/01/hallmarks_of_hr_chiefs_who_pro.html.