Non-profit
Professional Employer Organizations: Getting From Operational to Strategic
When it comes to HR, most small businesses reach a point of reckoning. They finally realize they can’t wing it anymore, whether that be with accidental HR people or inadequate technology — or, for the latter, none at all beyond email, perhaps a shared drive, and standard-issue spreadsheet software. (Believe us when we say, even well past the second decade of the 21st century, we still see it all in the interviews 3Sixty Insights conducts with users….) Reaching their senses, small businesses eventually seek structure for all the complexities and red tape associated with the management of the employment of people. This is when they may call up the services of a typical professional employer organization. Most of the time, these employers are stretched as […]
Case Study Vignette: Insperity Partners with CEO of Quickly Expanding Midmarket Client PRS to Help Him Achieve Strategic Plan for the Workforce
With swift organizational growth come challenges and revelations along the way that, together, are the ingredients in a recipe that can elevate conventional conceptions of what a professional employer organization (PEO) can be. The story at PRS is that tale: a small organization growing rapidly in its headcount to become a midmarket employer and, along the way, turning to Insperity, the PEO that would be able to help PRS manage this growth from the standpoint of operational HR and help executive leadership realize its greater vision for their people. PRS: Growing with Insperity In considering traditional views of why an organization would turn to a PEO, Joe Getch, CEO of PRS, says, “I think a lot of people might think of a PEO as a […]
Research Note: The Professional Employer Organization: Operational Solution and Strategic Partner for HR Departments in the Midmarket
Chosen correctly and engaged with optimally, a professional employer organization (PEO) can increase a midmarket HR department’s tactical capacity and enhance these HR leaders’ strategic impact on the organization. Drawing on interviews with subject matter experts at Insperity, as well as customers of this PEO, the following pages present key considerations that decision-makers at mid-sized organizations should look at in considering whether to engage with a PEO. These considerations are twofold: PEOs’ critical importance as a solution for heavy operational challenges related to HR at midmarket-sized organizations PEOs’ great potential as a strategic partner to HR departments at these same organizations What Are PEOs? PEOs provide integrated services to effectively manage critical HR responsibilities and employer risks for clients. They deliver these services and assume […]
Case Study Vignette: isolved Helps Lift Vibrant Nonprofit Philadelphia FIGHT Out of the “Paper-Lithic Era” of HR
There are several versions of the well-known HCM Maturity Model, a framework for understanding and pinpointing where HR departments are in their evolution and where they can eventually be, from purely operational to strategic. A helpful whitepaper walks readers through an easily accessible explanation of The Five Phases of HCM Maturity according to isolved—in order: Basic, Integrated, Automated, Developed, and Engaged. In commencing their journey through the phases of the HCM Maturity Model, HR departments first strive to become tight in workflow, introducing efficiency to the absolute essentials for employing people. When they ultimately become fully mature, they are proficient and effective in influencing the employee experience and employer brand. A lot happens in between. Meanwhile, so-called thought leaders in human capital management (HCM) like […]
Case Study: isolved Brings Digital Transformation to HR at Skagit County Boys & Girls Clubs
What You Need to Know A typical HR department has a wide variety of responsibilities encompassing what we at 3Sixty Insights term concrete and abstract human capital management (HCM). Concrete HCM refers to the nuts and bolts, such as payroll and timekeeping. These processes are indisputably important, and fundamental to the employee experience, but they are must-haves—baseline boxes that must be checked, not differentiators. Abstract HCM refers to the more human-centric elements of HR, such as employee development and recognition (3Sixty Insights BWSRN2142 – “Concrete vs. Abstract HCM: The Power of ‘And’,” April 2021). These are the differentiators, the features and benefits that not only set a desirable employer apart from the crowd of others vying for the same talent in the same job market, […]
Research Note: Engagedly’s E3 Platform Delivers Significant, Positive Impact to Productivity and the Employee Experience
What You Need to Know The modern workplace is becoming increasingly competitive, with employees having more options than ever before when it comes to where and how they choose to work. Employees want to be engaged in their work, have a sense of purpose, and feel like they are part of something bigger. To meet these expectations, organizations must strive to create a positive work culture, provide meaningful work, and offer opportunities for development and growth. By focusing on developing and nurturing an employee-centric work experience, organizations can create a more positive and productive environment resulting in better retention and increased productivity. But to aspire simply to making the workplace more efficient and productive is to miss much subtlety and fail to fathom the potential […]
Case Study: isolved Partners with a Nonprofit Client to Deepen and Broaden HCM System Utilization
Employers often underutilize their existing technologies for human capital management (HCM). Whether it be in payroll, time and attendance, scheduling, benefits administration, talent management, talent acquisition or employee training and development, the underutilization can be relegated to a narrow domain of the solution’s scope. Alternately, the underutilization can be widespread, systemic. Some users are unaware of their underutilization. Still others may notice subpar results from the system in place and misplace blame for the situation. The root causes for these misunderstandings or miscommunications are many. For example, employees who led implementation may leave and take the knowledge of how a system works with them. Conversely, a solution integrator may do a poor job in training system-facing staff on how to get the most out of […]