Outsourcing
ZeusCorp is known for its effective and efficient outsourcing practices. The cost of labor is examined to elevate at a very high pace ever since the global inflation has taken roots in the contemporary market place. By comparing the currency rates and the cost of labor the fact become vivid that outsourcing from third world and other developing countries is a cost effective solution to successfully penetrate the market of United Kingdom.
ZeusCorps is an outsourcing intermediate organization that is supported by the equity based investors in Australia as well as United Kingdom. The organization irrespective of being entirely equity-based enjoys a sound financial standing and worth. The concept and studies pertaining to outsourcing and off shoring is taking deep roots in the developed parts of the world and owing to the increasing importance of this phenomenon the young entrepreneurs joined hands to form the ZeusCorps.
Currently all the organizations across the world are exposed intense competition that leads to the threat of being swapped away from the market place even. The operations and networking of ZeusCorps is centered in the countries like India and Bangalore. The team of ZeusCorps has effectively recognized the marked need and uncertainty and has as a consequence initiated this facility for United Kingdom.
The mission statement of ZeusCorps
The official website of Zeuscorp defines its mission as:
To provide the most comprehensive back-office services to our clients by delivering quality work at cost-effective rates. To set up the standards of KPO operations, by successfully using our manpower and technology, to be the one stop shop for all back-office services ranging across all domain expertise. We aim to become the preferred outsourcing partner for companies in the years to come, using its simple and efficient model that is designed to ensure high levels of Client Satisfaction.
The vision of ZeusCorps
We aim to become the preferred outsourcing partner for companies in the years to come, using our simple and efficient model of integrating best quality manpower with technology that is designed to ensure high levels of Client Satisfaction and high return of investment.
Research Objectives
The research objectives are explained by means of the following three aims
1. Benefits of outsourcing
2. Factors affecting outsourcing decisions
3. Domains and organisational areas that can be considered for outsourcing
The purpose of this study was to help facilitators to improve the protocol and thereby increase the effectiveness of this component in yielding successful outsourcing outcomes. The researcher used semi-structured interviews, observational field notes, and examined literature for the purpose of data collection. The findings revealed that organization planning to outsource from the international markets effectively implemented the personal/social component of the international standards and labor requirements, but were hindered by time constraints, overwhelming workloads, and administrative meetings. In addition, counselors believed that strong community partnerships were essential in helping the success of the programs (Horgan and Muhlau 2005).
Ethical Consideration
The study will consider all relevant ethical issues. The consent of the customers will be sought before any information is enquired from them. Turing the course of research all organizational and personal information will be kept confidential keeping in mind any privacy concerns of the organisations. The respondents will be asked to do anything that is unethical
Literature Review
International business is enjoying a privileged position in the contemporary business world. Every business either small or larger starts its operation from this basic desire of going global. An eventually the fast communication and networking has facilitated this desire of expansion of business activities across the borders of its origin. Selling as a matter of fact is considered to a tough task as per the international business is concerned but selling sensibly and analyzing the market trends carefully can minimize the associated risk (Heneman, Tansky and Camp 2000:11).
The contemporary business organizations have an effective mind set of expanding their business internationally. This international expansion can be in terms of international business or in the form of globalization, but as a matter of fact the two terms are often used interchangeably but implies the same phenomena. International business implies to the business activities of an organization across the borders of the country. But yet the point must be kept in mind that international business is not about exporting a product from one country to another, it involves all the required marketing and strategic activities before invading the new market (Siddiquee 2003).
The key job responsibility is laid on the management of the organization. The role and job responsibilities of the management may vary from organization to organization. But the perceived image of the management is based on the four functions that are panning organizing leading and controlling. The reason why the organizations are keen towards the maintenance of the management image is mainly due to the importance of human resource of the organization. The image of the management and the employee loyalty and satisfactions comes one after the other. It is generally advisable that the organizations must pay a significant heed to the image of the management (Selden 2005). The image of the organization ensures the management and the managers are in a better position to analyze and predict that what attitude to adapt keeping in view the prevailing situation. This is how the management and the managers make sense. All the organizations, as a matter of fact are formed on an ongoing assumption. So in order to achieve this orientation the management of the contemporary organizations forecast the future of the organization relative to its present state (Wagar 1998).
Importance Invading International Market
As a matter of fact the bottom line of the business and marketing activities is to increase the sales of a firm's product. Salability is hence the required outcome of marketing and advertising activities. The importance of sales cannot be denied in local as well as international business (Gooderham, Nordhaug and Ringdal 1999:507).
In local market the organizations strive to better cater the needs and wants of the target population at hand. So for a local business it might not be difficult in identifying and catering the needs of the target population because they can effectively penetrate the local markets and advertisement and distribution can be effectively conveyed as the culture and customs of the local market are easily understandable by the local business operating in a local, domestic market (Clark, Grant and Heijltjes 1999:6).
Once an organization decides to go global or invade the international marketing and set off its journey of international business than this is beyond all doubts the greatest challenge. There are various aspects that require the special concern selling in the international market. As a matter of fact when a business decides to expand its business activities in any international market, than this is seemingly a challenging decision as it calls for a number of efforts by the organization. The business organization might not be aware of the culture and customs of the international market along with market trends and the customer preferences. so in order to sale effectively in the international market a firm needs to form a comprehensible and understandable business objective followed by an effective domain of action of the firm, because international market may require the basic information of the business and the accurate information is regarded as a potent device in international sales negotiation. With an active and effective sales plan and international market information the selling activities in the international market may bring about the desired outcomes.
Methodology
Considered methods of outsourcing that are studied and explored throughout the report are
1. Recruitment process outsourcing (RPO)
2. Legal process outsourcing (LPO)
3. Business process outsourcing (BPO)
4. Finance process outsourcing (FPO)
This chapter provides great detail about the methodology that was used in order to fulfill the desires of this study. The chapter is divided into two major topics which are: Research Methodologies and Qualitative Case Study Methods and Procedures. The section for Research Methodologies include: the role of the outsourcing agencies, assumptions of the researcher and qualitative research design. This section provides a clear understanding of the methods and theories that guided this study.
Section two includes the various methods and procedures that were carried out for the completion of this study to be fulfilled. Subsections found in section two include: Data Analysis Method, Instrumentation, Verifying the Validity of Research and Procedures, Research Procedures and Document Review. Section two of this chapter was intended to illustrate the methods and procedures for the study at hand. The chapter is concluded with an overall summary of its contents.
The purpose of this collective case study was to explore the perceptions held by organizations. The research design provides an explicit description of the steps taken to gather and obtain information that was needed to satisfy the requirements of this study. The information derived from this study may help with improving the implementation process of the personal/social component of the outsourcing agencies working
Research Methodology
Role of the researcher
The researcher's relationship to the counselors at the research site can be described as professional. The researcher worked in the county, but did not have any prior knowledge about the counseling programs that had been implemented at the alternative outsourcing. Because the researcher is the main instrument, his qualifications, background, and expertise are important factors in the shaping of the study; therefore, need to be stated explicitly.
One of the researchers' main duties was to oversee the counseling department. The researcher spent several hours with the counseling staff to ensure that quality programs were implemented for the organizations. The researcher assisted outsourcing agencies with advisement and mentoring sessions. The researcher was responsible for developing programs that would promote collaboration between the outsourcing agencys and the outsourcing counselors. In addition, the researcher was responsible for evaluating the head counselor at the outsourcing. As a result, the researchers' professional experiences, as it relates to supervising and managing an effective counseling program in an alternative high outsourcing setting is an important factor in this qualitative inquiry.
On the other hand, the researcher brought certain number of biases to the study. Every effort was made to ensure objectivity; however, these biases may shape the way the researcher collected the data and interpreted his experiences. By using multiple data sources to collect data and by spending adequate time analyzing the findings the researcher maintained objectivity during the study.
Assumptions of the researcher
Certain assumptions were made by the researcher conducting the qualitative case study in examining the perspectives of outsourcing agencies in a Type II alternative outsourcing with regard to the implementation process of the personal/social component of the ZeusCorps. These assumptions served as a foundation for collecting and analyzing data for the study. It was the assumption of the researcher that outsourcing agencies employed at a Type II alternative outsourcing were the most obvious data source for the study. The researcher assumed that outsourcing agencies were a critical part in helping organizations with behavior issues in Type II alternative outsourcings.
As with any study, the results were interpreted in light of any research limitations. The participants may have responded with answers in the interview process believed to be what the researcher wanted to hear or the participants might responded in a manner that was professional acceptable. Creating rapport and building trust with the participants was essential in obtaining accurate responses to the questions.
Another limitation could have been the use of audio-taping during the interview.
The use of the audio tape could have hindered the participants from being truly open and honest during the interview process. The outsourcing agencies were assured that all audio-tapes were for the researcher's use and were kept confidential. Also, the data collected from the study may not be generalized to outsourcing agencies who work in Type II alternative outsourcings in different districts or states.
Qualitative research design
The researcher used a qualitative collective case study method to conduct the study. Qualitative research is an effort to understand situations in their exceptionality as part of a particular context and relationships, describe qualitative research as the study of a phenomenon in its natural environment. The researcher conducted the observations at the Type II alternative outsourcing. According to Merriam (2002) research methods of qualitative research are more flexible, responsive, and open to contextual interpretation than in quantitative research, which uses inventory, questionnaire, or numerical data to draw conclusions.
The collective case study design focuses on the process rather than outcomes, in human context rather than variables, in discovery rather than confirmation (Merriam, 1998). Data collection for this qualitative study was a form of interpretive research which tries to capture what people have to say in their own words (Patton, 1990, p. 22). The researcher sought to examine the perceptions of outsourcing agenciesregarding the implementation process of the personal/social component of the ZeusCorps in a Type II alternative high outsourcing in Georgia.
The researcher chose a collective case study to discover the inner feelings and experiences of the participants. Yin (2008) describes a case study as an empirical inquiry that investigates an occurrence or phenomenon within its real life context, particularly when the margins between phenomenon and context are not clearly evident. According to Merriam (2002) the most defining characteristic of case study research lies in the object that is being studied or examined. The "what" is called a bonded system (Merriam, 2002). The researcher examined the perspectives of outsourcing agencies regarding the implementation process of the ZeusCorps. The research was bounded to outsourcing agencies in a Type II setting. In a collective case study, the one concern or phenomenon is selected; then the researcher selects multiple case studies to illustrate the issue (Creswell, 2007). A collective case study is meaningful because it allows the researcher to gain different perspectives on the issue.
The researcher selected a collective case study design, because the results will produce a rich holistic account of the phenomenon (Yin, 2008). The results from the study may offer insights that can be constructed in hypotheses for future research on Type II alternative outsourcing counseling programs throughout the country (Creswell, 2007). Thus, the results from this collective case study can be a vital part of forwarding a field's knowledge base. In addition, the study sought to gain an in depth understanding about the implementation process. Each research question was studied using qualitative descriptions of the implementation process. The researcher utilized multiple sources; including semi-structured interviews, observation of counseling sessions between counselors and organizations, and document reviews. The research questions for this study were used as a baseline in all facets of obtaining, processing, and analyzing data. Details about the data that was obtained, as well as, methods by which the data was processed for this study are found in chapters two and three, while detailed accounts of the processed results and findings are upcoming chapters
Research question one, was meant to explore the organizations' knowledge about the ZeusCorps and the personal/social component. Question two was focused on the process and implementation of the ZeusCorps. Question three explored resources that would assist counselors with the implementation process for the personal/social component of the model. The findings for both, the questions and sub-questions, are provided within the text of the three major research questions found in chapter four of this study; and discussion of the findings, are found in chapter five.
Collective Case Study Methods and Procedures
Instrumentation
The methods of data collection that were used for this collective case study were interviews, observations, and examination of orientation documents for new organizations at the alternative educational institution. Qualitative research has strategies for establishing the authenticity and trustworthiness of a study. These are methods that are based on a wide range of views and questions while also being congruent with philosophical assumptions (Merriam, 2009). According to Guba and Lincoln (2005,) alternative terms needed to be introduced in order to establish the "trustworthiness" of a study. Guba and Lincoln used terms, such as credibility, authenticity, transferability, dependability, and confirm ability to assist in ascertaining trust worthiness (Merriam, 2009). According to Patton (2002) triangulation of data will present different perspectives and views of the phenomenon under investigation. Triangulation will enhance the validity and reliability of the research.
Merriam (2009) describes triangulation as the method of utilizing multiple sources to collect, compare, and cross check data. Since there are numerous types of triangulation, the researcher used triangulation within a qualitative inquiry, which means combining the data collection methods for the study. The researcher combined the data collected from interviews, observations, and review of related literature. DeMarris (2004) concluded that an interview is a process in which the researcher and participant engage in purposeful dialogue that focuses on questions that are related to the research study. The use of semi-structured interviews is appropriate when the researcher is knowledgeable about the study topic or phenomenon (Morse, 2003).
The interview protocol for this study consisted of semi-structured, open-ended questions which were prepared in advance. These questions were developed by the researcher along with two outsourcing agencies from the University of Massachusetts who assisted the researcher in order to make sure that the research questions were valid. Each participant was asked the same series of questions. The researcher used semi-structured, open-ended questions because they are designed to help the interviewee to be more expressive about their point-of-view; while guiding the subject matter. According to Merriam (2009) semi-structured interviews consist of a list of questions that are loosely worded and are focused on acquiring specific data from the participants. In addition, semi-structured interviews can include, but are not limited to face-to-face, telephone, or group interviews (Creswell, 2007). The interviews for this study consisted of open-ended questions that were intended to extract views and opinions from the participants regarding the implementation process of the personal/social component of the ZeusCorps. The process of conducting interviews enabled the researcher to establish relationships with the participants of the study. The interview protocol for this work is provided (see Appendix C).
All of the interviews were conducted alone with only the researcher and the participant present at the time of the interview. All interviews took place off organization grounds at an undisclosed location. All of the participants' narratives, which are found in chapter four of this study, are presented with minimal interruption.
Morse (2003) stated that observation is the most natural of all ways to collect data. Observations allow the researcher to learn what is to be taken from an established situation and to discover what is going on best by watching and listening (Morse, 2003). One of the main advantages of observation is to provide a detailed, present experience (Sexton, 2001). Secondly, observations data represent a firsthand encounter with the phenomenon of interest rather than a secondhand account (Merriam, 2009). The researcher used observation as a method to collect data for the study. The researcher observed counseling sessions. Each session included a counselor and a group of organizations. The researcher did not participate in the session. The researcher recorded detailed descriptions of the sessions especially noting observed behaviors, engagement levels and protocols (see Appendix F).
Furthermore, the researcher performed a document review of orientation documents that were published by the organization and provided to all organizations upon enrollment. The researcher performed a content analysis on the orientation documents. A content analysis is a systematic procedure for describing the content of communication (Merriam, 2009).The orientation documents explained the Type II alternative organization's purpose, vision, curriculum, and the role of the counseling program. The researcher analyzed the documents and established authenticity and then established a descriptive category for coding.
The document was coded according to the types of counseling sessions that organizations had to attend. The sessions were coded according to group or individual sessions, peer mentoring, and personal individual sessions. Merriam (2009) uses the term document to describe a wide range of written, visual, digital, and physical material that is pertinent to the study. The documents reviewed by the researcher gave detailed descriptions of the goals, mission, and vision of the Type II alternative organization. According to McCulloch (2004) a document should be authentic, the date and the author should be verified, and the conditions in which the article was produced should be established.
Data analysis method
Merriam (2009) states that data analysis is the process of making sense out of the data one collects. Data analysis in qualitative research consists of interpreting, organizing, and processing data for analysis. This includes reducing the data into themes through coding, then representing the data in discussion (Creswell, 2007). Semi-structured interviews, observations, and document reviews were used to collect data regarding organization counselor's perception of the implementation process of the personal/social component of the ZeusCorps.
The researcher analyzed the interview transcripts and then focused on specific categories or themes that emerged through the process of coding the data. Coding is when the researcher reviews the findings and looks for certain data that will answer the research questions (Yin, 2008). After collecting data via interviews the researcher looked for common experiences, themes, or statements that were used among the participants. The researcher used open coding. Open coding is when the researcher divides the data that has been collected into segments and then examines it for commonalities that could reveal thematic codes (Moon, 2006).
Next, the researcher analyzed the observational field notes and the literary document. The researcher searched for codes in these items. The patterns and regularities became the categories or themes into which subsequent items were sorted. The researcher then combined like themes from each data source to make a master list of themes or categories (Merriam, 2009). The researcher used past literature reviews and experience to generate codes. In addition, the researcher analyzed the data sources for a second time and did another round of coding to modify the codes. The coding process involved rereading field notes, listening to audio tapes, and reviewing the literary document.
Lastly, the researcher continued with the coding process until data saturation was achieved. Data saturation transpires when the researcher fails to gather any new information from the data being reviewed (Martin, 2002). Afterwards, the researcher examined the relationships between the codes. The research provided confirmation based on the findings from the codes and data.
Verifying the validity of research and procedures
Ensuring validity of the instrument
Patton (2001) states that validity and reliability are determining factors in which qualitative researchers should be focused on while designing a study. Interviews, observations, and documents have limitations. Qualitative research is concerned with producing sound, valid, and reliable data that can be used to benefit society (Merriam, 2009). A qualitative research study must ensure validity and reliability by conducting the investigation in an ethical manner (Merriam, 1998). Assessing the validity in a qualitative case study involves examining the components of the study "were the interviews reliably and validly constructed; was the content of the documents properly analyzed, and do the conclusions of the case study rest upon data?" (Merriam, p.199). McMillan (2000) describes validity as "the extent to which inferences are suitable and meaningful" (p.118). Richards (2005) states that validity in qualitative research is ensuring that the outcome of the study is appropriate and fully justifiable. In qualitative research the researcher has a responsibility to provide the reader with a depiction enriched in thick description of detail to show that the author's conclusion is valid and sound (Galassi & Akos, 2007).
In qualitative research, validity and reliability is a central concept in any study (Merriam, 2002). Reliability refers to the constancy of responses to various coders of data sets (Creswell, 2007). Furthermore, with the wide variety types of qualitative research, there are bound to be differences in criteria for validity and reliability (p. 211). Therefore, the researcher will implement Guba and Lincoln's model for establishing validity and reliability (Lincoln, 1995). Guba and Lincoln used alternatives terms that apply to more naturalistic axioms to establish the trustworthiness of a study.
trustworthiness in the study.
Trustworthiness is a critical element of qualitative research. Findings should reveal the reality of the experience. Providing participants with the opportunity to review the researcher's interpretation of the data (Koch, 1994 & Guba & Lincoln, 1989) can identify this trustworthiness or credibility. According to Stringer (2007) rigor in qualitative research is based on checks to ensure the outcomes of a research study. Qualitative studies develop trustworthiness from the ability of the researcher to account for the outcomes (Yin, 2003). Hence the researcher abided by the following steps of trustworthiness: confirmability, creditability, dependability, and transferability.
Described below, are the aspects of how the researcher ensured the trustworthiness in this study.
confirmability.
Confirmability refers to the degree to which the results could be confirmed or corroborated by others. The researcher must be able to confirm that the procedures described in the study actually took place. The researcher documented the procedures that he took to analyze the data.
creditability.
To accomplish creditability the researcher ensured that the appropriate methodology was used to answer the research questions. The researcher established creditability through having a reliable research design and by using triangulation methods to collect data. Triangulation is the use of multiple data collection methods; this can be seen as an approach for obtaining dependable data (Merriam, 2009). The use of triangulation within a study considerably strengthens the creditability of the study (Patton, 2001). The researcher used a variety of data collection methods and data sources, such as interviews, observations, and literary documents. By collecting data from several sources the researcher was able to cross check data through interviews, observations, and the use of document reviews. After the researcher collected the data from the data sources the information was coded and themes and sub-themes were established. Next, the researcher looked for commonalities among the data sources.
Another technique that was used by the researcher to establish creditability was the amount of time that the researcher spent studying the phenomenon. The researcher spent several months collecting data before the results were analyzed. When all of the data was collected the researcher analyzed the data until saturation occurred. Saturation is when the researcher begins to see or hear the same things over and over again, and when no new information is discovered (Merriam, 2002).
dependability.
Dependability refers to the extent to which people can trust and believe that all of the proper procedures and measures have been followed in the research study (Johnson, 2004). Basically, dependability is concerned with whether we would obtain the same results if we could perform the study again. In order to achieve dependability, the researcher provided a detailed description of the procedures that were followed during the study. In addition, the researcher met with the committee members to review the findings and to make sure that the study could be repeated.
transferability.
Transferability refers to the extent to which the results of qualitative research can be transferred to other contexts or settings (Creswell, 2007). According to Merriam (2002), a study needs to provide sufficient descriptive data to make transferability possible. Maxwell (2005) concludes that thick descriptions are a detailed presentation of the setting, and specific findings with adequate evidence presented in unique forms. The researcher establishes transferability by providing thick descriptions of the interviews, observations, and the document review. The results from the study may be transferred to other Type II alternative outsourcing that utilizes the ZeusCorps. From the detailed context, data collection methods, and thick detailed descriptions, organization districts may learn how to assist outsourcing agencies in Type II alternative settings.
Data collection procedures
The interview protocol
The researcher conducted interviews from March to June of 2010. The interview protocol allowed the interviewer to take notes pertaining to the responses of the interviewee (Creswell, 2007). The semi-structured interview was audio-taped, and each interview lasted between twenty to forty minutes. The interview protocol for this study consisted of open-ended questions prepared beforehand by the researcher. Prior to the interviews taking place, interview questions were examined for clarity and validity by instructors from the University of Massachusetts. Each organization counselor was asked the same cycle of interview questions. The researcher asked both structured and non-structured questions. The use of open-ended questions allowed the organization counselors to clarify and explain their viewpoint about the implementation of the personal/social component of the ASCA National Model. The researcher interviewed each organization counselor at an undisclosed location after organization hours. The researcher chose to administer the interview off organization grounds at each organization counselors' request.
The process of conducting interviews enabled the researcher to establish relationships and rapport with each participant in the study. The researcher assumed neutrality with regard to the interviewee's knowledge base (Merriam, 2002). At the end of the interview, the researcher expressed a gesture of gratitude towards each participant for taking part in the study.
Observation protocol
The observations were conducted from April to the end of May 2011 after acquiring permission from the participants. The researcher observed each organization counselor conducting a small group session with two to six client organizations. The observation visits were conducted to check the accuracy of the information. Each of the observations lasted between 15 to 20 minutes. At the beginning of each session the organization counselors introduced the researcher. After the introductions were made the researcher sat quietly near the back of the room and took field notes.
The researcher used The Pidella observational instrument for the study. The observation tool is presented in Appendix F. The researcher used field notes while conducting the observations. Field notes are highly descriptive visual writings that have taken place during an observation of some type of phenomenon (Stake, 2006). Field notes were also kept during the course of interviews. Field notes allowed the researcher to record observations and to compose important information. During the observation the researcher listened to the questions asked by the organization counselors and the responses that were given by the client organizations. In addition, the researcher focused on the mannerisms, dialogue, and reactions that the client organizations had towards the organization counselors.
Document review
The researcher obtained access to organization content and organization documents regarding the district's goal and purpose for the Type II alternative organization. In addition, the researcher gained access to public documents that were on file with the state concerning the districts expectations for organization counseling programs. In reviewing the documents, the researcher located relevant materials that would be conducive to the study. After the documents were gathered, the researcher assessed their authenticity by reviewing the contents on the district's web site. McCulloch (2004) suggest that determining the authenticity and accuracy of documents is part of the qualitative research procedure
Findings
The results of the data collected are presented in the following format and graphs and the primary information is deduced on the basis of the following criterions for each of the outsourcing alternatives
1. Business Type
2. Number of Employees
3. Role in Organisation
4. In terms of Return on Investment (ROI)
5. Currently or in the past outsourced any part or all of your Legal process to any third party provider
6. Vendor preference
7. Areas of functions being outsourced
8. Primary benefits of LPO
9. Current outsourcing results
10. Legal processes are currently being outsourced
11. Ares anticipated being outsourced
12. Familiarity with legal process outsourcing
13. Outsourcing LPO Services
14. Willingness to outsource LPO process in future
15. Country preference
16. Organizational areas of Legal Process
17. Factors considered while outsourcing
18. Selection criteria of LPO provider
19. Barriers in Legal process outsourcing
20. Security concerns needed while legal process outsourcing
Data analysis of outsourcing processes
1. Business Type
Legal process outsourcing
The business type of 86.67% respondents is classified under the business type of legal firms, whereas 13% respondents in the survey belong to the corporate sector.
The response of this question generated the finding that the major legal process outsourcers are the legal firms. The fact as a matter of fact can therefore be manipulated the legal complication give raise to the need of legal process outsourcing. And subsequently the legal processes in the global economy and market place.
Business process outsourcing
The studies reveal that 86.67% corporate business types use business process outsourcing, whereas 13.33% consultancy make use of this service.
Recruitment process outsourcing
11.11% of corporate level business organizations are practicing the recruitment process outsourcing whereas the recruitment consultancy firms utilize the RPO by 72.22%. Support companies outsource the RPO by 16.67%.
Financial process outsourcing
2. Number of Employees
Legal process outsourcing
As per the survey results of LPO are concerned the number of employees varies as per the given chart in the following format
A) 1-50
B) 51-150
C) 150-300
D) 300+
This implies that 53.33% of the organizations outsourcing legal processes have 51 to 150 employees. This stance that the organizations' having more labor and manpower does not actively involves in outsourcing.
Business process outsourcing
A) 1-50
B) 51-150
C) 150-300
D) 300+
Recruitment process outsourcing
A) 1-50
B) 51-150
C) 150-300
D) 300+
Financial process outsourcing
1-50
51-150
150-200
3. Role in Organisation
Legal process outsourcing
A) Partners
B) Manager
C) Director
D) Other
Business process outsourcing
A) CEO
B) Manager
C) Director
D) Other
Recruitment process outsourcing
A) CEO
B) HR Manager
C) Director
D) Other
Financial process outsourcing
CEO
Finance manager
HR
Others
4. In terms of Return on Investment (ROI)
Legal process outsourcing
A) Average Cost per case
B) Average time to complete
C) Quality of work
D) Other
Business process outsourcing
A) Average Cost
B) Average time
C) Quality
D) Offshore outsourcing
E) Other
Recruitment process outsourcing
A) Average Cost per Hire
B) Average time to Fill
C) Quality of hire
D) Other
Financial process outsourcing
Average cost per case
Average time to complete
Quality of work
Others
5. Currently or in the past outsourced any part or all of your Legal process to any third party provider
Legal process outsourcing
A) Yes
B) No
Business process outsourcing
A) Yes
B) No
Recruitment process outsourcing
A) Yes
B) No
Financial process outsourcing
Yes
No
6. Vendor preference
Legal process outsourcing
A) Yes
B) No
Business process outsourcing
A) Yes
B) No
Financial process outsourcing
Yes
No
7. Areas of functions being outsourced
Legal process outsourcing
A) Temporary / Contingent
B) Company Wide
C) Administrative (Non exempt)
D) Professional
E) Business unit
F) Other
Business process outsourcing
A) Temporary / Contingent
B) Company Wide
C) Administrative (Non exempt)
D) Professional
E) Business unit
F) Other
Recruitment process outsourcing
A) Temporary / Contingent
B) Company Wide
C) Administrative (Non exempt)
D) Professional
E) Business unit
F) Other
Financial process outsourcing
Administrative
Company wide
Temporary/contingent
Professional
8. Primary benefits of outsourcing
Legal process outsourcing
Business process outsourcing
Average Score
Enhance quality
Gain access to technology
Integrate multiple sourcing channels
Lower cost
Consolidate Business Process activities
Faster time
Limit the number of third party providers
Recruitment process outsourcing
Average Score
Responses
Enhance quality of recruiters
10
Gain access to technology
10
Integrate multiple sourcing channels
10
Lower cost of recruitment
10
Consolidate recruitment activities
10
Faster time to hire
10
Limit the number of third party providers
10
Financial process outsourcing
1
2
3
4
5
6
7
Enhance quality of financial process
Gain access to technology
Integrate multiple sourcing channels
Lower cost of financial processing
Consolidate financial processing activities
Faster time to financial processing
Limit the number of third party providers
9. Current outsourcing results
Legal process outsourcing
Business process outsourcing
Recruitment process outsourcing
Average Score
Responses
Performance monitoring
10
Time to hire
10
Quality of hires
10
Cost to hire
10
Poor processes
10
Quality of recruiters
10
Technology effectiveness
10
Hiring manager satisfaction
10
Financial process outsourcing
1
2
3
4
5
6
7
8
Performance monitoring
Time to hire
Quality of Works
Cost to Process
Poor processes
Quality of financial research
Technology effectiveness
Solicitor satisfaction
10. Processes are currently being outsourced
Legal process outsourcing
A) Administration
B) Legal form filling
C) Reviewing of Documents
D) Legal coding
E) Reviewing of contracts
F) Vendor management
G) Paralegal
H) On-boarding
I) Other
Business process outsourcing
Recruitment process outsourcing
A) Administration
B) Applicant Tracking System/technology
C) Name generation Sourcing
D) Recruitment performance tracking/metrics
E) Background checks
F) Vendor management
G) Screening/testing
H) On-boarding
I) Other
Financial process outsourcing
Administrative
Company wide
Temporary/contingent
Professional
11. Ares anticipated being outsourced
Legal process outsourcing
A) Administration
B) Legal form filling
C) Reviewing of Documents
D) Legal coding
E) Reviewing of contracts
F) Database management of contracts
G) Basic legal research
H) Paralegal
I) Other
Business process outsourcing
Recruitment process outsourcing
A) Administration
B) Applicant Tracking System/technology
C) Name generation
D) Sourcing
E) Recruitment performance tracking/metrics
F) Background checks
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