4 Ways the HR Outsourcing Market Is Evolving
Many HR organizations have been tasked with three simultaneous goals: optimizing costs, transforming the manager and employee experience and moving the HR technology model forward.
It’s HR that engages the workforce of tomorrow, drives operational efficiency and delivers value to the business in a new way.
Transforming HR means reorienting the role HR plays in the organization. Rethink your operating model and boost its capabilities by leveraging the right technology, the right delivery model and an effective sourcing ecosystem.
Reimagine the Employee Experience
The
workplace of the future requires the workforce of future. How do you attract and retain top talent?
You need a workforce strategy that not only aligns HR with business goals but also leverages HR as an enterprise leader. Optimize processes, roles, and shared services so you can help the business define success – and lead the charge.
Revolutionize HR with Technology
Is your HR technology holding you back? Manual processes and inflexible systems are frustrating and inefficient.
You need to balance technical architecture, data security and the use of emerging technologies like machine learning and chatbots with a deep understanding of HR functionality, processes and user expectations.
Optimize Sourcing to Save
Wondering if there’s a better way to “get it all done?” HR has a broad set of outsourcing markets—from HR contact centers and payroll administration to recruitment and learning, there are outsourcing partners to support your team.
ISG’s HR Technology & Transformation experts are the market leaders in helping enterprises transform their HR organizations through strategic use of outsourcing. We bring the domain experience, sourcing know-how, best-in-class methodologies
and world-class market data you need to assess, source, benchmark and manage your HR delivery partner relationships.
ISG is a leader in proprietary research, advisory consulting and executive event services focused on market trends and disruptive technologies.
Get the insight and guidance you need to accelerate growth and create more value.
Learn MoreAI, like analytics, must lead to action. Too often, in both cases, too much of the exercise is left to the reader. We have tools to provide sophisticated analyses, including AI platforms that can be used to predict many types of behavior, but we fall short in helping the workforce know what to do with that information. Some examples are more obvious, such as fraud detection. If a transaction is predicted to be fraudulent, the transaction should be blocked. But even this example is not as cut and dry as you might think. I’m sure many of you have been frustrated standing at a hotel check-in desk or at a retail counter attempting to make a purchase when your credit card transaction has been denied. What is the appropriate action or set of actions that should be taken?
Agents and “agentic AI” are all the rage now, eclipsing last year’s focus on artificial intelligence (AI) and generative AI (GenAI). They are a way to automate work almost effortlessly so that repetitive and boring tasks get done with the least amount of effort and perhaps, more consistently. In business software, a broad range of software providers are claiming agents to be a panacea that can improve performance and lower costs. They are alluring, with an almost unlimited number of potential use cases. Agents are an important evolutionary step in the design of business software, similar to the transition from procedural programming to event-driven programming that accelerated in the late 1980s. That paradigm shift enabled business software to be more flexible and responsive in replicating how work is performed. Adding agents to the considerable body of well-developed business applications will take the capabilities of these applications to the next level.
Conversational automation leverages artificial intelligence (AI)-powered agents, chatbots and virtual assistants to automate both customer interactions and internal processes. These systems understand natural language, sentiment and intent, generating relevant responses and executing actions based on user input. The software provider landscape is analyzed in the ISG Buyers Guide for Conversational Automation.
Payroll is one of the most universal touchpoints within any organization, impacting every employee on a regular basis. It’s the one thing every employee notices if it does not work perfectly. Yet, despite its far-reaching presence, payroll often operates quietly in the background, treated as an administrative function focused solely on ensuring people are paid accurately and on time. This perception, while understandable, drastically undervalues what payroll can offer.
Based on the number of invitations I have received to speak on the topic, usage pricing (also referred to as consumption pricing) is hot. But as I have remarked elsewhere, it is not new. I recall a conversation with a customer over 30 years ago when I was involved with analytic software who asked, “Why can’t we just pay for the software we use?” And this of course makes sense: only pay for what you use. In fact, I assert that by 2027, over one-half of all enterprises will deploy a mixed revenue model that includes subscriptions and usage pricing in addition to one-time sales as enterprises make adjustments to remain competitive.