David Stroud has been engaged by Red Wind to produce this white paper. This paper is the

intellectual property of Red Wind exclusively.

7/18/2014

HR outsourcing – the why, what and how of making your HR outsourcing program a success As a small to medium size business it can be difficult to find the time to stay on top of the market trends that impact your business. At ‘Red Wind’ we remove the hassle and keep you in touch with what matters. In this paper, we look at the why, what and how of SME HR outsourcing.

Red Wind - David Stroud

Red Wind - David Stroud

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HR outsourcing – the why, what and

how of making your HR outsourcing

program a success

As a small to medium size business it can be difficult to find the time to stay on top of the

market trends that impact your business. At ‘Red Wind’ we remove the hassle and keep you in

touch with what matters. In this paper, we look at the why, what and how of SME HR

outsourcing.

Introduction

There are over 2 million small enterprises trading in Australia. Enterprises employing fewer than 19 staff accounted for 96% of all businesses and employed 46% of all private sector Australian workers. By contrast enterprises with more than 200 employees account for 0.3% of businesses and employ 30% of workers. As our previous White Papers have shown, the small to medium size enterprise sector is a crucial growth engine of the Australian economy, yet has struggled to implement effective HR functions that reduce cost, lower risk and make a genuine difference to the performance of their workforce.1 Leading edge research by the UK Chartered Institute of Personnel and Development (CIPD) on the role of HR in creating value for small to medium enterprises indicates that this issue reaches boiling point for organisations at approximately the 80 FTE mark. It is at this critical junction that a dedicated function for HR becomes a necessity due to complexity, risk and performance. (UK Chartered Instiute of Personnel and Development, 2013)

At the same time economic growth analysis by the Australian Bureau of Statistics confirms that the economy has slowed sharply in the June quarter after its regular capital expenditure data showed a drop in equipment spending. On a positive note, the same report showed that firms in the services sector – accounting for 70% of jobs in Australia, increased expenditure forecasts for 2014-15 by 10% to $55.7 billion.2 In previous White Papers, ‘Red Wind’ has discussed the rebalancing of the Australia economy. These reports confirm that it is taking place, albeit very slowly.

1 AHRI Blog - SMEs and HR 2 Australian Financial Review - 28 August 2014 Figure 1: Change picture to something more

appropriate - HRO

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HR outsourcing is also being influenced by the unprecedented change in the nature of work, with significant implications for how your HR team creates value for your organisation. The workplace of the future in Australia will be increasingly diverse, multi-generational, with a higher concentration of contingent labor. Organisations are becoming more specialised, decentralised and networked in their operations. In response structures are becoming more flexible and organic and we are seeing more organisations entering into strategic partnering arrangements ( (UK Chartered Institute of Personnel and Development, 2013)). The complexity of future work will be influenced by the Australian economy rebalancing, longer working lives, social connectivity and work virtualization or task outsourcing (such as through an online staffing platform like Freelancer).

This means that a number of business relationships must now be managed beyond the organisation. Importantly, research has revealed that these external business relationships staggeringly high failure rate. A 2007 Harvard Business Review article ( (UK Chartered Institute of Personnel and Development, 2013)) reports that, ‘studies show that the number of corporate alliances increases by some 25% a year, and those alliances account for nearly a third of many companies’ revenue and value – yet the failure rate for alliances hovers between 60% and 70%’.

The Red Wind Managed HR Services platform was developed to address these specific issues for the Australian SME. This White Paper is about supporting the SME sector to make the right decisions to get the most out of their HR outsourcing program.

What is HR outsourcing?

Most organisations conduct some form of outsourcing, whether that is outsourcing back-office

processes such as tax preparation or the conduct of marketing operations. The practice of outsourcing

involves the purchasing from an external provider of one or more business services, which could include

HR and/or other functions such as IT. We define outsourcing here as the purchasing of HR services

from a third party supplier. The specific processes that are included within any HR outsourcing

arrangement will vary from organisation to organisation – some may outsource virtually all of their HR

processes while others select specific components such as payroll or recruitment. Outsourcing has

created value in audit, accounting, IT, services, business process, functional consulting and training to

name a few yet benefits have eluded small to medium size enterprises in Australia in HR.

According to Tony Barnes, a leading HRO executive based here in Australia, over the past 30 years there have been three phases of outsourcing, from cutting cost above all else, to learning from mistakes and being more precise in what gets outsourced, and now finally to a third phase of outsourcing where the customer and the client embark on a partnership.3 This is confirmed by a 2012 survey by Deloitte of the global outsourcing and insourcing sector. A Deloitte Survey of the global outsourcing and insourcing sector confirmed that outsourcing has now become mainstream.

Other notable findings of the 2012 survey include:

3 Chandler Macleod Blog - Outsourcing

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• The outsourcing market continues to confuse outsourcing with offshoring. Many respondents still see the two processes as inseparable – even though many times outsourced work never leaves the originating country.

• Vendor management organisations, while highly competent at day-to-day activities, find themselves underutilized when it comes to driving strategic value.

• Most recent outsourcing experience: Respondents list “underestimating scope by the vendor” as the largest contributor to deal dissatisfaction

• Cloud sourcing: Though often discussed and promoted, there continues to be a substantial amount of uncertainty about cloud-based outsourcing and its future adoption.4

Figure 1 | Deloitte 2012 Outsourcing Survey

Global business services (GBS)

Large organisations will increasingly plan to develop global business services, placing more pressure on

small to medium size enterprises to be more efficient if they wish to supply or compete.

• Global enterprises plan to spend $40 billion dollars per year on improvements in GBS. • Back-office centralization is well developed, with the majority of companies (51 percent) already

centralized. • Analytics will provide the value-differentiator for GBS organisations, providing strategic

operational analytics to improve services, contain costs, and enhance decision making.

4 Deloitte 2012 Survey Global Outsourcing

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• GBS organisational models fundamentally change the structure of companies by replacing traditional siloes with matrixes processes. Limited executive experience in key areas slows progress.5

Jill Goldstein, HR Business Process Outsourcing offering lead at Accenture is one: “HRO started off as a cost

reduction move for some companies. It has expanded well beyond that to become a driving force for creating

business value. We expect 2012 to bring even greater emphasis on business outcomes, as companies explore HR

BPO as a way to meet business needs and improve business performance.”

Virtualisation

Global outsourcing company oDesk says Australian enterprises are increasingly outsourcing tasks online

as the company passes $US1 billion worth of projects. The figures released by oDesk show Australians

have been outsourcing both technical and non-technical tasks over the last two years.

Game development outsourcing has grown by 437%, engineering and technical design by 276% and

mobile app development by 258%. Other fast growing areas that Australians are outsourcing include

human resources/payroll and recruiting, which both grew by 227%, and legal which grew by 267%. This

virtualisation of the workforce will be an ongoing trend and a real challenge for SMEs to capture the

efficiencies presented by this.6

HR Outsourcing in Australia

In 2011, Talent2 conducted a survey of the state of HR outsourcing in the Asia Pacific. 576 senior HR and

C-suite executives from Australia, China, Singapore and Hong Kong participated in an online survey to

share their views of the challenges in the HR industry and their current business practices. The Study

found that across Australia, Hong Kong, China and Singapore the majority of HR executives (80-90%) are

now considering HR outsourcing as a solution to key challenges cited, including search and recruitment

(64%) and employee retention (50%).

Challenges for SMEs

In late 2010, ADP Employer Services (ES) International conducted a survey into the challenges HR

executives in small- and medium-sized enterprises (SMEs 50-2000 FTE) entitled ‘HR Challenges and

Solutions: Winning the war for talent through automation and outsourcing’. It covered 2,642 HR

professionals from 8 European countries, China and Australia. (ADP, 2011) For Australia, recruitment,

retention and HR capability were highest concerns for HR executives in SMEs. Very interesting, for HR

5 KPMG Study shows investment in the next generation of business services 6 Odesk reports Australian organisations increasing outsourcing

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executives a common solution was to either automate the HR task, or delegate it within the business

rather than build a case for outsourcing, despite outsourcing being one of the most effective solutions.

By a clear margin, HR executives were, in order of priority, looking to outsource payroll, time and

attendance, core HR administration (combined with self-service for managers) and performance.

Looking forward, HR executives were most looking to outsource recruitment, training and development

and payroll. What may be affecting this ability to outsource is the quality of the core HR business

processes in the SME and the ability to outsource these tasks quickly. The ability to offer a cloud based

technology solution, hosted on a platform, may make it easier for business owners to outsource their

HR.

Why do organisations outsource HR?

Most organisations are increasing their use of HRO. Over the last five years, 20% report significant

increases in HRO activity, and 44% report a slight increase in HRO activity. Only 11% have reduced their

reliance on HRO. HR professionals view their current operating environment as turbulent and highly

pressured. They most commonly cite the pressure to enhance efficiency (91%), a pressure to enhance

quality (85%) and an increasing need to innovate (82%). The top three reasons cited for undertaking

outsourcing in a CIPD 2009 survey on HR outsourcing and the HR function are access to skills and

knowledge, quality and cost reduction. This survey also found that almost one third of respondents

outsource some of the HR function and that the most commonly outsourced HR activities are legal

services, payroll and pensions.

Respondents report that the main drivers for their HR outsourcing activities are:

• access to skills and knowledge (71%)

• quality (64%)

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• cost reduction (61%).

A close follow up concern for organisations and their HR teams is how does HR create value for the firm.

Given the plethora of methods available to outsourcing non-core activities, HR outsourcing has been

invaluable in enabling HR to focus on strategy and value creation. Indeed, in Aberdeen’s 2011 HR

Executive’s Agenda (and a similar theme for at least the last five years) revealed that the top barrier

hindering HR’s ability to be strategic to business objectives is ‘too much time spent on day to day tactical

activities’. (Aberdeen Group, 2011)

What do organisations hope to achieve from HR outsourcing?

A focus on strategic activities

There has been a drive in recent years to get HR professionals to focus on strategic activities and

become a true ‘business partner’ to the organisation. However, in practice, this vision has often not

been realised. Frequently, roles have merely been re-named HR Business Partners and no change to

responsibilities for overseeing HR Administration, meaning they have limited time to focus on ‘value

added’ tasks. Outsourcing the administrative elements of HR is therefore becoming an increasingly

popular way of enabling the ‘business partner’ model to work in practice.

This is illustrated by a 2009 UK CIPD survey, which found that 65% of respondents who had outsourced

part of their HR had been able to adopt a more strategic role. Furthermore, a well run outsourced HR

Administration function should also be able to produce high quality management information, providing

Business Partners with the data they need to make strategic, people management decisions.

Improving quality and compliance

The most common reason cited by organisations, when they are considering outsourcing to us, is to

improve the quality and service of their HR function. Frequently, the organisation will have grown over

time, perhaps through acquisition, and the structure and processes of the HR function no longer match

the needs of the organisation. In this situation, HR outsourcing can be an attractive alternative to

undertaking a major process redesign project, particularly where the organisation lacks the specialist

process improvement skills required to implement successful change.

In that growth circumstance, policies and procedures can grow without control – often it can be easier

to hit the reset button with an outsourced solution rather than try to unwind complex business

processes that no longer meet the business needs. Additionally, as a HRO provider, the business forces

us to be compliance-focused. If we do something for a client that has not been fully approved, or the

process has not been properly followed, then we are potentially liable.

Implementing new HR technology

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In order to gain the required improvements in quality of HR service and information, a new HR system

with employee and manager self-service is often required. However, the costs of implementing new HR

technology can often be prohibitive as well as complicated. Many outsourcers, including ourselves,

provide a self-service HR system to clients as part of the outsourcing package. This can provide a cost-

effective way of introducing a new HR system into the organisation, as it normally requires no up-front

capital expenditure.

Start-ups and small organisations

Managing HR is a particular challenge for start-up organisations and small companies experiencing

growth. Just like any large organisation, these companies ideally need the skills of an HR Administrator,

an HR Manager, a payroll specialist and a recruiter – yet will normally only have the budget for one HR

head. Increasingly we are seeing start-up companies moving away from the traditional model of hiring

one HR person who is expected to handle everything, towards an outsourced approach.

Yes – reducing costs!

Reducing costs is often important but it’s never the foremost reason. There is now a growing

understanding amongst potential clients of the difference between outsourcing and off-shoring.

Organisations for whom significant cost saving is the major driver tend to look towards off-shoring as a

means of achieving this, either via an in-house, off-shored service centre, or via an outsourcer with

service centres in countries where labour is cheap.

The media attention and risk of these arrangements have been much publicised recently and can cause

unwanted distractions for the SME.

A global assessment – common types of HR outsourcing models for SMEs

The three main types of HR Outsourcing models are Human Resources Organisations, Professional

Employer Organisations, and Administrative Services Organisations.

1. Human Resources Organisation | Australia and US

Human Resources Organisations (HROs) provide either some or all tasks in HR. The majority of HROs

enable large businesses (1000+ employees) to choose which HR services they would like outsourced. It

would be rare to see an organisation outsource its entire HR function. When only some functions are

dealt with by the HRO, a co-management relationship or shared HR relationship is made between it and

the business (this is typically the conservative approach to those first outsourcing HR).

2. Professional Employer Organisation (PEO) | The United States

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A Professional Employer Organisation, or PEO, handles all HR tasks and is usually more beneficial for

small and mid-sized businesses (under 200 employees). When a business outsources HR to a

Professional Employer Organisation they enter a co-employment relationship in which the PEO becomes

the employer of record. From a government and legal standpoint, this type of HR outsourcing involves

the PEO sharing responsibility for the employees. In the US, 2 million employees work under a PEO

arrangement.

Why is the PEO market so large in the US?

First, because a Professional Employer Organisation is an umbrella for a much larger group of

employees, they may receive tax rates at a lower rate than does your individual business. Also, because

the PEO is the employer of record, financial liability for the organisation decreases due to the shared

burden. Outside of outsourcing HR, PEOs will often provide worker’s compensation insurance,

outsourced payroll, performance management, recruiting and background screening and other various

employment administrative tasks.

In a study by Aberdeen in mid-2011 on PEO, they found that 82% of companies in a co-employment

relationship recommend the model to peers, and reported superior cost savings and performance

outcomes (in the 40-100 FTE range).

3. Business process outsourcing

The third HR Outsourcing Scenario is BPO, or Business Process Outsourcing. This consists of

organisations like IBM, ADP, Aurion or NGA in the payroll, benefits and other administration

arrangements. They outsource HR differently than the first two types of organisations because they

focus mostly on the administrative side of HR and there exists no co-employment relationship between

a BPO and the business that hires them. This type of outsourcing is typically viewed for the 500+

(dependent on circumstance) and can cover:

• Safety Management

• Compliance

• Payroll Services

• Pension Administration (US)

• Worker’s Compensation

When to make the decision?

When is the best time for a SME to start thinking about HR outsourcing? A common measure was used

to determine when considerations turned to HR listed below. The following diagram addresses the

stages of a SME. Identifying the stage of the client determines both a companies’ appetite for the

service as well as what content is going to suit them the best.

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The SME business cycle

Identifying a company’s stage of development

Often, outsourcing HR is best suited for the company that is somewhere between the Survival and

Success stages, but it can also be helpful at the other stages. Assessing the company’s organisational

strategy and the company’s organisational size, location, and complexity will also determine the HR

outsourcing mix.

Fully outsourcing all of these functions isn’t for everyone, that’s why many BPO and PEO companies

offer partial and full outsourcing to small firms. Running a small business, though, owners want to focus

on the most important thing, making a profit. Often times, administrative tasks and endless paperwork

can detract from this goal, so a Professional Employer Organisation is a useful tool in any stage of

development, especially if the firm finds itself somewhere between Survival and Success.

Suggested qualification questions:

• How much time do I, as a small business owner, have to devote to HR and compliance issues?

• What will allow my company to attract and retain the best employees?

• Is it worth losing some control over HR issues in exchange for significantly reducing my HR costs?

• Does my company’s organisational structure and direction warrant the use of an outsourcing firm?

• Will it cost less to outsource my HR functions than pay the cost of consultants?7

7 http://www.peocompare.com/outsource-hr-are-you-ready/

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Best practice HRO management

Managing risk

As with any major change process, there are risks associated with outsourcing your HR function. As long

as you are aware of the pitfalls and more common risks, you will be able to address and combat these

issues from the start of your relationship:

1. Your company forgets its HR responsibilities - it is very important to remember that despite moving a key business process to an outside provider, you retain overall responsibility for the success of this strategy. Your managers are not absolved from their people management responsibilities.

2. You don't clearly understand your chosen outsourced service provider - make sure that you really know your outsourced provider's culture and values. If you are switching your HR function to an outsourced agency, they must share the same goals and values as your own company.

3. You lose local knowledge - once again, outsourcing does not absolve your company and managers from all responsibility. This knowledge can be continuously updated if you carry on training your own staff members.

4. Operations become separate from strategy - your outsourced HR provider should align their service delivery with your company's overriding business objectives and strategy. In an outsourcing relationship, however, day-to-day operations can become separated from strategy.

5. You don't review the success (or failures) of the outsourcing arrangement - once a relationship is in place, you must continually review the success of your outsourcing strategy. Regular contact with your provider is essential, particularly face-to-face meetings to discuss where things are going well and what could be improved.

Managing the engagement

Signing an HR outsourcing contract is the beginning, not the end, of the relationship between company

and supplier. The history of the outsourcing movement is littered with failed relationships: Gartner

Group, the market analyst, estimates that up to 50 per cent fail to meet expectations. However, this is

not because the suppliers are breaching their contractual obligations.

The high failure rate has two main causes. First, there is the tendency to view outsourcing as a

way of getting rid of a problem – be it the high fixed cost of a business process, or the distracting

burden of legacy computing. From this first cause derives the second – the view that once something is

outsourced it no longer needs managing.

A recent survey by Aberdeen Group of 292 HR organisations supports the notion that HRO is providing

more of a strategic support for clients, while still providing line leaders with tools to improve day-to-day

talent management. This stands in contrast to the older notion of HRO as simply a way to reduce the

tactical burden on HR. The survey indicates that increasingly companies are being selective about what

service they outsource, the ‘a la carte’ approach.

1 Sign the contract but don’t hand off responsibility

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Responsibility changes from managing the people and the process to managing the supplier. The HR

professionals you retain must understand their new role.

They need to build a collaborative relationship with the supplier, but must stay in control – tracking the speed and direction of change and measuring the benefits of the relationship. A new Accenture-sponsored report from HfS Research of 282 major enterprises confirms that outsourcing initiatives deliver sustainable value only when enterprises and their outsourcing providers invest in developing the talent that actually fuels the performance of their outsourced functions and processes. This can move the outsourcing relationship beyond cost and efficiency into strategy value creation.

2 Develop core competence in contract management

Non-core activities have come to be synonymous with "irrelevant" or "unimportant" – and ripe for

outsourcing. Paradoxically, any company embarking on an outsourcing contract needs contract

management as a core competence. The wisdom of this is evident considering the impact in IT

outsourcing, which has sometimes led to the deskilling of internal IT staff.

The retained HR staff will require training because the management skills needed to run a contract

efficiently differ from the operational skills required to do the work in-house. As well as being able to

develop an appropriate relationship with the supplier and to understand the HR function, these staff

need the commercial skills to understand how the HR function feeds into changing business

requirements.

3 Ensure owner or board-level support

Why would anyone with a serious interest in their career want to be involved in managing an activity

that is deemed non-core and hence outsourced?

The status of the project management team needs to be elevated, and it should have clear endorsement

from, and access to, the board.

This process may require a change in attitude from boards of directors or owner who view outsourcing

purely as a cost-cutting tool. The board needs to understand and support the contract management

role. It must not underestimate the time and effort needed to manage the contract.

4 Establish a collaborative relationship

In general, outsourcing relationships don't fail because the supplier does not deliver on the agreed

service levels, but because the business requirements change and the contract no longer fits.

The outsourcer is likely to be able to demonstrate that they are doing everything to contract. The

problem is that the world has moved on.

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Put communication at the heart of the contract management process. Insist on regular face-to-face

meetings to review progress and analyse what is, and is not, working. Don't treat the relationship as a

traditional customer-supplier one.

5 Understand what you currently get out of HR

Few companies have any accurate measures of what they are getting out of the in-house HR provision.

At best, they probably know the cost per employee, and may have an idea of cycle times. But they have

no objective measures of the quality of the service, or benchmarks to compare it with peers and

competitors.

It is important to be honest about the capabilities and shortcomings of the HR department at present,

and to have a vision of how its contribution to the organisation could be enhanced.

Your outsourcing partner should work with you on the strict definition of performance criteria and

service levels.

6 Retain ownership of the HR policy and strategy

Free from having to worry about "bread and butter" administration, your HR group will have the time to

become more involved in strategy. They will be able to take a proactive role in planning skills needs,

addressing how to deploy resources to their best effect, and attracting, retaining and developing skilled

employees. In short, outsourcing HR will enhance the professional lives and status of your retained HR

staff.

Contracting out HR administration is not a case of losing control over the HR function, but of freeing it

up to deal with key competitive issues, such as developing the company culture, managing change,

monitoring performance or conducting strategic workforce planning.

In conclusion

The ‘Red Wind’ viewpoint

Here are the 5 top reasons why we see many companies turning to a SME HRO specialist:

1) It frees them to concentrate on core competencies. HR does not produce a product, yet it can eat up

a lot of an organisation’s time and energy. A great HR department demands resources and continual

oversight and innovation. Many organisations would rather focus on their core strengths and/or

moneymakers by outsourcing HR.

2) It saves money. Running an effective HR department requires major focus, financing and talent.

Outsourcing can allow organisations to hire top-class specialists they could never afford to bring on-

board permanently. This kind of virtual workforce will continue to find momentum.

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3) It improves compliance. There are a whole lot of regulations out there these days. There is the

constant threat of lawsuits for sexual harassment, wrongful termination, safety violations, etc. When

you hire a compliance specialist, these headaches become theirs.

4) It improves recruitment. Recruiting top talent is an art (and a science) and a lot of HR departments

are the equivalent of weekend DIY. Many organisations would rather turn this critical function over a

company that does nothing but recruit talent.

5) It provides access to the latest tools and technology. The most innovative HR-services supplier will be

up on the very latest technology, including big-data mining, analytics, virtual workforce leadership, cloud

technology and social media, and will know how to exploit them to meet an organisation’s specific

needs.

Call to action – Red Wind Managed HR Platform

Picture / contact

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David Stroud is the Director of Workforce Insight, a strategy and workforce solutions practice specialising in planning and analytics, based in Perth. Workforce Insight consults across WA and Australia with entrepreneurs, senior HR professionals and business owners in order to unlock the value of their human capital. David provides a unique blend of public and private sector experience across systems analysis, consulting, stakeholder management and business model innovation. His deep experience in developing compelling workforce strategies has seen him work with

enterprises in the mining, natural resources, construction, and healthcare and government sectors; first for the Commonwealth Government and more recently for the Chandler Macleod Group.

Prior to founding Workforce Insight, David made the move to the private sector in 2011 and established the strategic workforce planning practice at Chandler Macleod Group, a $1.4 billion HR services organisation in the Asia Pacific region.

David’s background is informed by ten years in the Commonwealth Government, researching, developing and implementing solutions to issues within the Australian labour market in fields such as community development, workforce analysis, economic development and national training system operations. He has worked to improve the funding and operations of organisations such as RTOs, TAFEs, State Government and Industry Skills Councils.

David’s academic background includes public policy analysis, research economics, statistics, strategy and leadership, all now being used to develop new business models for SMEs based in WA. David holds a Bachelor of Arts in Economics and Political Science from UNSW and a Masters of Public Policy from the University of Sydney.

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Selected Bibliography

Aberdeen Group. (2011). PEO: Taking Outsourcing a Step Beyond Pays Off for Small and Mid-Sized Companies.

Boston: Aberdeen Group - A Harte-Hanks Company.

AAG. (2011). Australia Innovation System Report. Canberra: Australian Government.

Boston Consulting Group. (2013). Ahead of the Curve: Lessons on Technology and Growth from Small Business

Leaders. 2013: Microsoft.

Cutler, D. T. (2008). Venturous Australia: building strength in innovation. Canberra: Australian Government.

Department of Industry. (2012). Australian Small Business: Key Statistics and Analysis. Canberra: Australian

Government .

Girotra, K., & Netessine, S. (2013, February 12). Good Old Focused Strategy. Retrieved Jul 11, 2014, from Harvard

Business Review Blog: http://blogs.hbr.org/2013/02/good-old-focused-strategy/

Macquarie University: Centre for Workforce Futures. (2014). Australian Recruitment Practices: A literature review

of current Australian recruitment practices. Sydney: Australian Workforce and Productivity Agency.

Minifie, J. (2014). The silver lining: cloud computing and small to medium enterprises. Sydney, Australia.

RSM Bird Cameron. (2013, December). Home - Publications - Special Reports. Retrieved July 5, 2014, from RSM Bird

Cameron: http://www.rsmi.com.au/news_/special_reports/thinkbig_2013.html

Ruthven, P. (2012). The Social Perspective: The Changes to Work to 2025. The Future of Work. Sydney: Australia

Workforce Productivity Agency.

UK Chartered Institute of Personnel and Development. (2013). Beyond the Organisation: Understanding the

business issues in partnering arrangements. London: CIPD.

UK Chartered Instiute of Personnel and Development. (2013). Valuing Your Talent: Life begins at 80 - The human

capital management challenges of SMEs. London: UK CIPD.