Consulting Solutions for a
Downturn |
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Cost Reduction |
| Client Outcome |
Consulting services and products |
| Reduce cost in HR function |
HR Analyzer tool provides detailed cost and effectiveness
readout for your HR function, compared against a benchmark
database. Typical engagements have led to cost reduction with static or improved
service levels. |
| Reduce cost of sales |
Sales effectiveness audit provides review and
recommendations around how to achieve same revenue
results at a lower cost. Includes analysis on sales coverage
and roles, quotas, compensation return, and how to reduce
cost of sell without sacrificing the top line. |
| Reduce labor cost |
Global sourcing - have you examined how to reduce labor
cost? We have expertise to examine which functions/areas are
appropriate for offshoring, analyze markets for site selection,
and help you get up and running in a new location (via HR
service delivery, hiring, compensation and benefits, etc) |
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Productivity Improvement |
| Client Outcome |
Hewitt Solution/Consulting Offer |
| Improve return on
compensation expense |
Review of employee compensation practices leads to insights
around improving the pay for performance link in program
design, ensuring appropriate differentiation of pay to align
expense to performance, and driving improved retention of
high potentials and top talent through compensation practices
that work. Program design and execution via managers is
addressed. |
| Increase sales force
productivity |
Sales effectiveness audit provides review of barriers to
productivity with recommendations about how to get a better
return on selling expense, either through improved productivity
per head, transferring activities to lower cost resources, or
improving alignment of pay to business goals. |
| Increase overall workforce
performance and productivity |
High Performance Workforce. Goal alignment, performance
management, and manager execution/effectiveness become
critically important in times of tougher competition and market
challenges. We know what works. |
| Manage your talent supply for
the long-term, not the
downturn |
Most companies cycle through talent surpluses and shortages
with inadequate long-range planning. A recession often leads
to reductions that hurt your turnaround when a recovery starts
due to talent shortfalls. Effective workforce planning helps
mitigate the feast/famine cycle and lead to more efficient talent
supply chain management. |
| Improve retention of critical
talent |
Talent Guardian analysis leads to clear insights of retention
risk and allows targeted intervention for employee groups who
are either "critical talent, high retention risk" or "expendable
talent, low retention risk" - both leading to a higher performing
talent pool so necessary in a downturn |
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 As a leader, how are you
approaching your new role?
SMITA: It's interesting. If you had asked me
this question two months ago, I would have
said the same thing then as I will say now,
even though the overall business climate is so
volatile right now.
Within Hewitt, I am challenging our
associates to implement fresh approaches that
deliver value in their client engagements. As
I said earlier, this involves delivering what we
do even better, but also means taking ideas
and best practices from our consulting services
globally, for example, and tailoring them to
the specific needs of clients in our markets
regionally.
We are also considering what our clients
need now to help them through the current
business challenges. I predict that Asia Pacific
markets will likely not experience as large an
impact compared to what is occurring in the US
and Europe, for example. Time will tell.
That said, there are many strategies
and actions that organizations in the region
should be considering now, and implementing
immediately. |
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What stays the same, despite (or perhaps,
because of) the economic challenges, are key
issues we have seen growing over time: a
significant war for talent, the ever-increasing
complexities of the internal HR functions and
the vice presidents' or managers' roles which
are also under pressure to do more for less, and
the critical importance of linking HR into the
organization's business strategies.
These are only a few of the big challenges.
And there are certainly others, such as HR
issues around M&A, corporate transformation,
retirement and benefits, and employee
engagement.
What's next?
SMITA: I'm very proud of Hewitt's
unique and distinct culture. What
defines our delivery of services really
is how we deliver these services and
products, and the value we bring to
the impact that HR can have within
their organizations.
It really is a gift to be given the
opportunity to help guide and mold
these services to create even
greater value. |
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Hewitt Quarterly Asia Pacific
is made possible through the combined skills and experience of Hewitt consultants from across the Asia-Pacific region.
For further information please contact:
Hewitt Associates
2601-05 Shell Tower
Times Square
Causeway Bay
Hong Kong
Tel: (852) 2877-8600
Fax: (852) 2877-2701
editor-hqap@hewitt.com |
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