People – Meet with the management and team you will be working with in person, by phone or tele-conference. What are their backgrounds, functions, qualifications, and responsibilities? What are the scope of services each will deliver, how, and how often?
Process – What is the plan for a smooth transition? Map steps for employee notification, orientation, and enrollment. Identify the who, what, where, and when of plan implementation. Set goals, time-lines, reviews and evaluations.
Platform – Human Resource Information Systems (HRIS) provide a robust set of tools for employee administration, benefits, compliance, payroll, and risk management. Identify levels of employee and management access, orientation, and training. How will you coordinate IT staff for system integration with automated attendance and Point Of Sale systems, 3rd party software and hardware?
Programs – Employee Benefit programs provide a competitive edge in attracting and retaining a highly motivated and productive workforce. Evaluate the quality, value, and choices of health, life, dental, disability and retirement plans. What employee communication, mediation, recognition, rewards, and relocation services are available?
The author can be reached at 561.843.4333 or bruce@employers-Rx.com.
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http://employers-Rx.com
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1 comment:
What you say is very true. Almost every PEO client looks at the relationship in ways that, universally, deny them the opportunity to achieve the impacts that the PEO could often help them obtain. It is the current state of things as too many business leaders are hyper-focused on financials, as though they should work as financial people. As Peter Drucker says, financial people don't realize how to work with the many complexities critical to building strong business through people practices.
I have been developing relationships between PEOs and clients for over 20 years with Administaff, and I must say that the majority of clients do not permit Administaff to enhance their company's value as they could.
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