Definition of Outsourcing Reinvented

Outsourcing definitions abound, but most of these definitions carry the same essence. Similarly, consulting a dictionary for the definition of outsourcing would almost always yield a definition describing outsourcing as an act, of an established company, of availing the services of another firm to handle critical and non-critical business tasks. However, a more sophisticated definition of outsourcing would add another clause – that the outsourced company be an expert of the required services by the outsourcing company. Simply put, outsourcing is the corporate method of delegating processes, services, and transactions to a third party firm. In turn, these processes are done by the third party firm on behalf of the outsourcing client. Meaning, the third party firm represents the client in carrying out these business processes.

 

The definition of outsourcing and this is in partial consideration of the people involved in the outsourcing industry, can be stated as such: Outsourcing is a type of contracting whereby the outsourcing client provides the specifications and requirements of the business process to be outsourced. Although the outsourced firm complies with the requirements of its client, the management of the operations and its people is done independently by the outsourced firm. Hence, there is no ownership of the outsourced firm by the outsourcing company, nor is there a direct employer and employee relationship between the outsourcing company and the employees of the outsourced firm.

 

Given the definition of outsourcing, one is compelled or more appropriately, led to think how this innovative business solution started. Outsourcing goes way back thousands of years ago with the manufacture and trade of various goods. With the formation of small communities and the emergence of a trading society, people with specialized skills began to exchange their respective services for goods such as foods and tools. From woodworking and blacksmithing, people would barter their products or sell them for other products of equivalent value. This ancient form of outsourcing also evolved along with the advancement of society – evolving into the modern factories where the raw materials are sourced from a supplier to be manufactured by a different company. But, far from being a need to fill a lack, modern-day outsourcing is driven by other reasons: cost savings, highly skilled manpower, increased productivity, and opportunity to allocate time and effort to more important aspects of the business.

 

If at all the current definition of outsourcing and modern outsourcing practices are to be considered, there is one common thread among them – dynamism. From freelancers specializing in various skills like writing, customer service, and decorating, outsourcing also crossed over to other disciplines like finance. Accounting and computation of taxes are done by a freelance accountant, lawyers are hired to defend for a client, and there are advertising agencies to market products and services. However, the definition of outsourcing also evolved on a much larger scale. Companies solely dedicated to performing commonly outsourced business tasks have emerged, giving a new dimension to the outsourcing processes. The dynamism of its definition and its processes make outsourcing the way of life for modern businesses.

 

To get more information about outsourcing and remote offshore staff leasing, visit Solvo Global.

 

Before You Fire Someone

One of the biggest drags on productivity is an employee who under-performs in their job. When someone’s not pulling their share of the load, you’re not getting your money’s worth from them, and probably not getting the job done.

 

Still, before even the most justified firing, most managers experience a slow, agonizing burn of their patience for a long time. Then one day, the pot boils over and in a fit of anger, the boss fires someone on the spot.

 

Big mistake!

 

To make firing a substandard performer as swift, clean, and painless for everyone involved, be sure to follow these ten steps.

 

Be clear about job performance expectations. Ideally, you have written guidelines for what work is to be done, and how it is to be done. You can’t hold someone accountable for unstated standards.

 

Provide timely, thorough and helpful feedback. Your primary goal is to help someone get up to speed, not build a case for dismissal.

 

Along with your coaching, document your observations. Keep a record of both progress and specific shortcomings.

 

Formally review performance in a scheduled face-to-face meeting. Explain to the employee that his or her performance is not acceptable and is not progressing as it must. Be specific. Cite examples.

 

After laying out your performance observations, give the employee an opportunity to provide you with information. Maybe the training was inadequate, the instructions confusing, the equipment deficient. Listen with an open mind. Be fair. And offer to be of help. Accept that you may need to play a very active role to help someone catch up to where they need to be.

 

Give the employee who is not making progress the opportunity to transfer to someplace else in the company, especially if he or she acknowledges that the job isn’t going well, and probably won’t. A poor performance in one area does not make someone a poor performer. They may be toiling in frustration because they are in the wrong job for their talents, skills, and interests.

 

Following your performance conversation, provide the employee with a written record of your review. Put a copy in your files, and send one to the human resources department.

 

Give the employee a reasonable opportunity to right the wrong. Sometimes simply bringing the deficient performance to someone’s attention, and letting them know that it matters, is all that it takes to get a wayward employee on the right path. Or you can even take him to a motivational speech event with the team.

 

Monitor progress closely. If you don’t see sustained correction, again, formally review the performance and be clear that continued employment is predicated on working up to your published standard. Don’t be oblique. At this point, deliver a clear ultimatum: Do the job as prescribed or you won’t have it. Period.

 

If, after coaching, encouraging and fairly evaluating the performance still lags, pull the plug cleanly and without delay. Don’t let the wayward employee linger in their post. When it’s time to make the break, do it directly, quickly, and clearly. Thank the person for trying, wish them well in a position that is better suited for them. And then see to it that they depart for their new and inevitably better life.

One other thing. With new hires who quickly don’t look as good on the job as they did in the interview, correct sooner rather than later. And be prepared to fire in the same manner.

 

Quickly intervene the moment you detect that the new employee is off course. If, after providing ample feedback and support, you don’t see serious correction, act swiftly. No one is served by prolonging the prelude to the inevitable. The sooner you cut a subpar performer, the sooner you can devote your energies to getting someone better suited into the position and performing at full throttle.

 

If you have a probationary period, use it; don’t wait. Do everyone a favor and eliminate the misery sooner rather than later. That is always in everyone’s best interest.

 

How Should You Describe Work Experience In Your Resume

In this article we will look at the experience section of your resume and provide key strategies to make it effective. The job experience section of your actual resume should include typically the following, such as company address, contact details, names amongst supervisors and so after.

The most critical thing to keep in their mind is to concentrate on your accomplishments. There are going to be many people who got held similar positions and they each would have other job responsibilities. What may help you get noticed is information regarding how well you practiced your responsibilities, or perhaps in other words such as what were your main accomplishments. I indicate 2-3 bullet variables (or a piece of 3-5 lines) to describe task responsibilities and 4-5 bullet points delivering details of these achievements.

A good way to communicate your achievements is through Action-Benefit statements. Action-Benefit statements use your individual accomplishments and experience to demonstrate the actual positive impact you bring to the companies – show how great you fit all of the job requirements. An incredible Action-Benefit statement is comprised of Action: Distinctive action that you have taken when experienced with a situation, problem or investment that enabled most people to achieve a suitable positive result.

Bring up the positive benefit for the organization, for example maximize in revenue, any reduction in costs, streamlined processes or it may be systems, or advanced morale. Start these statements with verbs such as  Managed, Spearheaded, Directed, Implemented, Executed, etc. and call the attention from the hr services workers. If you still don’t have a well established hr management department, there are companies online that offer this kind of services, such as Solvo Global, making it easier for you to check the options and make your decision.