Here’s how you service your employees in the #LongTail

by Samuel Isaac  on 14 April 2016

A NewYork headquartered multinational with 20,000 employees worldwide and you are worrying about the only two employees you have in Thailand?

How long is your tail?

HR solutions for the long tail of countries.

According to International Labour Organization, today, some 50,000 multinational enterprises and their 450,000 affiliates employ over 200 million people throughout the world.  According to a survey carried out by Neeyamo Inc., MNCs on average have close to 60% of their workforce within their home countries and the balance placed internationally. Half of these or close to 20% of the population are scattered across a Long Tail of countries. That is more than 40 million employees!

The anatomy of the Long Tail is characterized by a catastrophic combination of low employee headcount scattered across long tail of countries, broken processes and very limited access to the HR technology infrastructure. It is a nightmare for HR leaders across the globe to keep these employees engaged and have visibility & control over these geographies. Not to mention that the local compliance requirements galore and a large number of vendors to manage.

Well, Long Tail is indeed a looooong problem for those managing HR in multinational companies.

So here are the 5 Long Tail HR strategies that should help you effectively manage your talents in “small countries”.

  1. No bees, no honey; no work, no money. GET YOUR GLOBAL PAYROLL STRATEGY RIGHT.
    A critical aspect of payroll is its impact on the morale of the employees. They need to feel assured that they can be paid on a consistent and timely basis. This expectation becomes more accentuated for an employee working out of a remote location.
  2. Garbage in; garbage out. ENSURE YOUR HR AND PAYROLL DATA ARE RIGHT.
    A multinational had a shock of its life when they learned of a highly compensated employee, who had actually stopped reporting to work for 3 months, was continued to be paid. Inadequate data, inaccurate data, and inconsistent data inputs can have significant repercussions in your Long Tail HR operations.
  3. Think compliance is expensive? Try non-compliance. ENSURE YOU ARE AWARE OF LOCAL COMPLIANCE FIRST AND THEN COMPLY NEXT.
    Well, payroll does play a vital role in protecting the company’s reputation by ensuring compliance with various legislations. But HR compliance is more than just payroll compliance. In 2013, for example, there were 20 changes to California employment laws alone. There are close to 200 countries, around 320 legal jurisdictions that can translate to thousands of HR laws/ regulations and millions of compliance transactions!
    Servicing Long Tail HR effectively and efficiently is only possible as a result of the following equations: platform = productivity and platform = predictability. The productivity ensures that you are able to service your Long Tail employees in a sustainable manner with a sound business case and predictability ensures you have the required transparency and control over your HR and payroll operations in these long tail of countries.
  5. Too many moving parts? Move now. CONSOLIDATE YOUR LONG TAIL VENDOR NETWORK.
    One vendor for payroll, another one for records, and yet another one for time, expense, mobility, and what not! That’s not just it – you also need to ensure that these vendors are appropriately empaneled and comply with your organization’s standards – like ISO, ISMS, and SSAE. The lesser the number of vendors you have to manage the better and if this vendor can bring along the right credentials to give you that confidence – then even better!

So well, 2 employees are all that you may have in Thailand but you may now have a world-class solution to support these employees you only wished you had! Write to irene.jones@neeyamo.com to know how?


How to build and communicate Employee Value Proposition? (Part 1)

Employee Value Propositionby Aishwarya Saraswati & Sarfaraz Kazi on 6 May ’15

War for talent seems to be a buzz word these days. To have a strategic business edge over your competition; your HR team needs to develop the art of attracting, developing and retaining talented people.

But the simplest explanation defines Employee Value Proposition (EVP) as: “The balance of the rewards and benefits that are received by employees in return for their performance at the workplace”.

As an org you make available to your employees a whole lot of components as rewards for the contribution they make to the organization

EVP has multiple facets made up of tangible as well as intangible benefits and rewards. When building up your EVP you need understand

  1. IDENTITY – how current employees see the organization
  2. IMAGE – how the external talent marketplace sees the organization as an employer
  3. BRAND – how the top management sees and wants the development of the organization

Of course there is a gap between the organization’s identity and image. Hence the criticality to have an EVP that will ascertain your talent pool becomes your brand ambassador.

Talent building is very similar in basis to acquiring a client. HR needs to implement the cycle of Attract – Develop – Retain on talent.

Employees develop, deliver, and support the overall end customer experience on an ongoing basis. High-engagement organizations constantly strive towards not only training their employees but also enabling their success.

The EVP drafted by you should adequately answer the most commonly question by any prospective or existing employee – “What’s in it for me?”

Neeyamo has a rich history of working in end-to-end operations of the Human Resource industry, here we have outlined the best practices required for building an effective Employee Value Proposition:

  • Using employee survey data to gain insight into how current employees perceive the organization and its culture
  • Effectively communicating the Employee Value Proposition to employees
  • Aligning the Employee Value Proposition with what the organization stands for in the marketplace
  • Delivering on Employee Value Proposition promises
  • Differentiating the organization from competitors
  • Creating specific objectives for critical skills or positions and aligning the talent management plan and rewards strategy accordingly
  • Using business strategy and objectives to inform talent management and rewards programmes
  • Using analytics focusing on business performance, workforce analytics, and performance management data to gauge the efficacy of the organization’s compensations and rewards strategy
  • Refining the EVP as a continuous process on the basis of regular research and analysis
  • Mull over and identify how to bridge the identity and image gap to build a strong brand identity as well

Unlike brand of an organization, the EVP cannot be a one size fits all proposition. As a global organization you should understand the culture of the place and include elements unique to that side of the world, along with your organization’s generic value proposition.

Look forward to part 2 of the need for Employee Value Proposition…


SaaS powered HRO: How to standardize, harmonize, optimize, virtualize and efficiently deliver HR services in your “long-tail” countries?

SaaS powered HRO_Neeyamo

Say “NO” to Long-tail countries HR blues

by Teena Thimothy  on 11 July ’14

Globalization may no longer be the buzzword but it sure has contributed to the new organizational agitator, “long-tail countries”.

Globalization provides varying benefits to multi-national companies and individual economies around the world, by creating markets that are resourceful, even out the competition by decreasing monopoly, and enables increased reach with potential customers.

However, there is also the assumption that the costs associated with globalization outweigh the benefits. Organizations will have to expand their employee reach too. This increases the chance of residual employees in multiple countries. Organizations may not be able to maintain a standardized global HR practice.

For organizations, the need to address HR requirements is always one of the key priorities. It is now about addressing these HR requirements in multiple countries where the chance of making available a local HR team to support the employee population can be very demanding. All the same, local employees require support from the HR organization.

An article by Alsbridge stated, there is no ‘silver bullet’ solution for the ‘Long Tail’, but consideration of the some vital rules will help organisations who are seeking the benefits of global HRO with the best HR Technology support.

The list of challenges and solutions may not seem to be in par, but organizations with presence in long-tail countries; primarily have issues pertaining to IT systems (many times the lack of it or its fragmentation)and lack of standardization. Local regulations are galore. All these combined with lack of proper business case to have local HR hinder HR’s ability to provide local HR support.

The trick to substituting the silver bullet, is to make available to these long-tail countries, a scalable, sophisticated and sustainable SaaS powered HRO.

Case in point: This is about an organization with more than 50,000 employees that operates in more than 50 countries worldwide. It has around 45,000 employees spread across 15 “large” countries, and around 5,500 employees across 35 “long-tail” countries with an employee count ranging from 1 to 500.

Of these, 25 countries had an employee count of less than 100. While large countries have access to local HR and world-class HR service delivered on Tier 1 OnPremise HRIS/ ERP, employees in the long-tail countries have very limited access to both HR, and HRIS!

The company wanted the same class of HR services to its employees across long-tail countries. It wanted to leverage the power of the cloud to make its HR systems universally accessible while aspiring to provide its employees with best-of-breed system and wanted to ensure it had a compelling business case for this as well.

The Challenges faced by global organization in “long tail countries”;

  • Inconsistent and inadequate HR support
  •  Lack of visibility
  •  Compliance risk
  •  Cost vs. service
  •  Fragmentation of HR information and systems

The company embarked on a journey to transform its HR service delivery leveraging SaaS powered HRO, portfolio of discrete HR apps, and a structured process (of course with the help of its partner) to standardize, optimize, harmonize, and virtualize its HR processes. It undertook a massive exercise to map its current processes and then drew global templates to standardize its global HR processes. It leveraged multi-tiered service delivery to ensure round-the-clock availability of HR services to employees worldwide. Multi-tiered delivery also ensured a fine blend of local-remote (centralized) delivery of efficient HR services.

Globalization is simply one of the changes happening in the workplace over the last few decades. The world of technology is opening up new possibilities for organization of all size. Consumerization of technology is not just a random trend but it is the key to achieving HR delivery excellence.

The key to releasing the issues associated with long-tail countries HR service delivery, is making available SaaS powered HRO services. This bundled approach enables minimal capital outlay, and a predictable variable pricing.