Ensure Your SSO Is Ready for the Next Integration
How do you strategize for post-merger integration before it happens? How do you ensure that you are able to accelerate the integration planning process?
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How do you strategize for post-merger integration before it happens? How do you ensure that you are able to accelerate the integration planning process?
More than 25,000 MWs of coal capacity are planned to retire within the next five years in the United States.[1] Generation companies that operate coal-fired power plants must carefully make and execute the decommissioning decision to ensure more than just financial prudence. The human element of retiring an older coal plant requires careful consideration and execution to ensure that:
The utility grid of the future is starting to emerge from a confluence of technology, economic, and regulatory developments that are leading to increased interconnectivity and data exchange amongst stakeholders. While these new technologies have the ability to revitalize aging energy infrastructure, executives and regulators are becoming increasingly concerned with the resulting cybersecurity implications. Many of the new cybersecurity risks facing smart grids are related to the interconnection of once-static assets via smart devices and an increasing number of two-way data flows between utilities, vendors, and customers. In today’s world where sophisticated hackers are rapidly and continually enhancing their tools and techniques, large energy corporations responsible for securing billions of dollars in assets are having a hard time keeping up.
The first two articles in this series, “Solutions for Improving Global Service Delivery” and “Transition Planning for a Global Payroll Solution,” provide an understanding of the worldwide payroll solution landscape and how to prepare for your transition to a global payroll model.
Today’s nuclear plants operate in a tough, competitive energy landscape where financial margins have become razor thin. Now more than ever, leaders must leverage cost management to meet the rising expectations for flawless and cost-effective performance as demanded by both regulators and customers. Nuclear leaders understand that controlling operation and maintenance (O&M) expenditures are critical to effective cost management. But, where do you begin? In this article, ScottMadden recommends analyzing how your team selects and manages your contractor workforce.
Based on our experience and expertise as leading nuclear management consultants, we believe there are five markers of potential nuclear performance decline that should be on each plant’s radar. This report dives deep into each marker:
To access the full series, please click here.
The emergence of Big Data and advanced analytics offers lessons and creates opportunity for HR. As an HR leader, you can take advantage of this opportunity by identifying the key needs of your stakeholders, hiring the right resources, establishing system infrastructure, and gaining credibility early. This report focuses on harnessing Big Data insight for strategic action.
For additional articles in the series, please see:
Technology evolution continues to bring with it wide-ranging opportunities for shared services centers (SSCs) to raise their game. These opportunities require service center decision makers to be selective about which technologies best support their core mission. Compared to externally facing contact centers, SSCs are often lagging in their use of sophisticated tools and enabling technologies. To unlock their full potential, SSCs can leverage advanced contact center technologies to improve customer service and operations.
Many global organizations have experienced significant challenges when combining their procurement and accounts payable functions to form truly integrated procure-to-pay (P2P) process models. Disconnects between supply chain and finance, the two larger areas responsible for procurement and accounts payable respectively, are not a new phenomenon. Inherently, business drivers of the two functions are different: supply chain aims to create processes that reduce cost and deliver goods
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Numerous supply chain organizations lack a clearly defined strategy that is aligned with the expectations of the internal business unit customers they serve. As a result, the supply chain organization often serves in an “order taker” role, which significantly impedes its ability to achieve a competitive advantage in the marketplace and provide significant savings for the larger enterprise.
When implementing a global payroll delivery model, it is critical that there is sufficient time spent determining the right delivery model for the organization (fully outsourced, partially outsourced, business process as a service, or in-house), designing the future state delivery model, creating the business case to support the change, and developing a comprehensive implementation plan (including a change management plan).
Understanding the voice of your shared services customers is vital to your organization moving up the value chain. More importantly, results from a recent HR shared services organization (SSO) survey conducted by APQC and ScottMadden, show that understanding links between voice of the customer and performance is seen as one of the most important keys to being a top-performing SSO.
In this article, you will gain insights on trends and lessons learned from more than 20 years of ScottMadden conducting voice of the customer surveys for our shared services clients to help you unlock the value of conducting a well-thought-out customer survey.
Sussex Economic Advisors is now part of ScottMadden. We invite you to learn more about our expanded firm. Please use the Contact Us form to request additional information.