人力资源业务外包协议书

人力资源业务外包协议书

合同编号:

甲方: (以下简称“甲方”) 法定代表人:

住所地:

邮编:

联系电话:

乙方: (以下简称“乙方”)

法定代表人:

住所地:

联系电话:

根据《中华人民共和国合同法》等有关法律法规的规定,遵循公平、自愿、

诚实信用的原则,甲乙双方经协商一致,就甲方的人力资源业务外包事宜达成如下协议:

一、总则

1.本协议鉴于乙方接受甲方的委托,为甲方提供安排劳动力、代发工资、代

缴社会保险和住房公积金等服务。

2.本协议鉴于乙方有提供外包服务的合法资格及能力并愿为甲方提供外包

服务。

3.本协议中乙方提供的外包服务仅适用于甲方委托乙方办理人事外包业务

所涉及的员工。

4.如甲方出现有关劳动法律、法规或政策中规定的须向当地劳动行政部门审

批或备案情形时,甲方应当向其所在行政区域内的劳动行政部门办理相关事项,乙方可以协助办理。

二、协议期限: 年 月 日至 年 月 日。

三、服务内容及服务标准

服务内容:

1.代理甲方委托人才中心保管档案,并代甲方办理与档案相关的业务;

2.代为缴纳养老保险金□失业保险金□工伤保险金□医疗保险金□生育保

险金□(根据甲方需要在项目后画“√”);

3.代为缴纳住房公积金□(根据甲方需要在项目后画“√”)。

甲方选择服务项目中 项服务。

服务标准:准确、及时、专业、规范。

四、有关费用及支付方式

甲方应于每月 15 日前支付乙方外包服务费,服务费包括代发的工资、代缴的社会保险费和住房公积金及 30 元/人/月的管理费,服务费的计算方法以乙方为甲方提供人事外包服务的人员为准。如果甲方委托人事外包服务的人数不足10人的,甲方应按300元/月支付管理费。

五、甲方的权利与义务

1.甲方应依约以现金或支票等形式及时向乙方支付外包服务费。

2.甲方有义务向乙方提供代缴社会保险金、住房公积金所需的个人资料,并保证其提供材料的真实性。

3.甲方应在每月 10 日前将社会保险金及住房公积金缴纳基数变动情况书面告知乙方。

4.如需甲方向乙方出具有关委托手续或法律文件,甲方应按乙方的要求及时提供。

5.甲方如认为乙方的外包服务工作存在问题,有权随时向乙方反映有关情况并要求乙方予以说明;如果甲方所反映的问题确实存在,并且不违反法律、法规或政策的规定,乙方应及时与甲方沟通,并及时予以纠正或弥补。

6.甲方在移交人事外包人员档案时应按乙方要求补全档案材料与用工手续,因甲方原因导致档案材料与用工手续不全,由此引起的有关责任概由甲方承担。

7.因甲方迟延拨付社会保险费、住房公积金或者迟延移交社会保险、住房公积金手续,或者因社会保险、住房公积金经办机构的原因造成的损失,由甲方承担。

8.如甲方另行委托乙方提供劳动力的,应另行支付乙方服务费用。

六、乙方的权利与义务

1.乙方应按照双方约定的服务标准完成外包服务工作。

2.乙方应指派专业人员为甲方提供外包服务。

3.乙方提供外包服务工作时,除要求甲方履行配合义务外,所有工作均应当由乙方工作人员完成。

4.乙方有权按照本协议书的约定收取外包服务费用。

5.乙方应对甲方所提供的材料及信息保守秘密,不得外泄或用于非本协议约定的用途。

6.如甲方委托代办的各项社会保险金、住房公积金费用及管理费未依约支付,乙方有权为其人员办理终止手续,因此造成的损失由甲方承担。

7.甲方未按照本协议约定支付管理费的,乙方有权按每月 5 元/人的标准收

取滞纳金。

七、如果甲方因故需将社会保险金、住房公积金缴至乙方户名下,档案以乙

方名义存放,甲方须将代办人员的劳动合同在乙方备案一份,并且双方应对代办人员的个人信息进行确认。

乙方以自己名义代甲方办理社会保险待遇、工伤赔偿等事宜,在乙方依约履

行合同义务的情况下,甲方与其职工间发生的关于社会保险、住房公积金纠纷等一切劳动争议均与乙方无关。

如果需以乙方的名义承担赔偿或补偿责任的,甲方应当将相关款项先行支付

乙方,由乙方支付所涉职工;如果须由乙方垫付的,甲方应当出具还款承诺书,并在乙方支付后5日内将赔偿或补偿款足额返还。

八、协议的变更、解除、终止

1.甲乙双方应共同遵守本协议的各项条款,在本协议履行期间,未经对方同

意,任何一方不得变更或解除;因不可抗力或法律、法规及相关政策变化等因素,若一方不能继续履行本协议,应及时通知对方,双方通过协商可对本协议进行变更,协商不成的可解除本协议。

2.本协议期满前,若一方不欲续签,须于期满前一个月及时通知对方,协议

到期即可终止。

3.一方违约,经守约方催告后在三十天内仍拒不履行的,守约方即可解除本

协议,违约方应赔偿给对方造成的一切损失。

4.一方宣告破产或因注销、吊销等其他方式终止经营资格的,另一方即可解

除本协议,违约方应赔偿给对方造成的一切损失。

九、违约责任

甲乙双方任何一方违反本协议约定的义务或法定义务均视为违约,违约方应

支付违约金并承担由此造成的损失。

十、本协议书一式两份,甲乙双方各持一份;双方代表签字或盖章后生效

甲方(盖章): 乙方(盖章):

负责人(签字): 负责人(签字):

签订日期: 年 月 日

附:人员名单

 

第二篇:人力资源业务外包趋势研究

人力资源业务外包趋势研究

人力资源业务外包趋势研究

Online

HR Outsourcing Trends

HR outsourcing is widespread, growing, and here to stay.Of 125 companies in a recent Conference Board survey (an additional 40 were interviewed), nearly two-thirds currently outsource a major HR function. Most of these areseeking to expand what they are doing. Indeed, rarely hasany company stopped outsourcing a function once havingstarted—fewer than 1 percent of outsourced HR functionshave been brought back in-house.

人力资源业务外包趋势研究

Transactional, or administrative, HR functions are themost commonly outsourced:

80PERCENTdo so fortheir401(k) programs;

70 PERCENTdo so forpension benefits management; and69

PERCENT

do so forhealth benefits management.

As they move toward a more comprehensive approach,companies are expressing an interest in outsourcing thestrategicfunctions — such as employee communications,human resources information system (HRIS) assessment,and recruiting — that are presently among the least com-monly outsourced.

Of the U.S. companies that outsource HR, some two-thirdsfully or partially outsource five or more functions. Andwhile only half as many — one-third — of their counter-parts in the United Kingdom and continental Europe out-source that much, outsourcing is gaining momentum there,too. In fact, these companies are 50 percent more likelythan their U.S. counterparts to have plans to outsourcesome of their HR functions over the next three years.Companies in Japan, the Philippines, and Australia are outsourcing, too, although to a lesser extent.

HR Outsourcing TrendsExecutive SummaryThe Conference Board3

Benefits (Mostly) Match Expectations

When companies initially consider outsourcing HR func-tions, the main drivers are reducing cost, improving serv-ice, and maximizing the availability of resources. HRdepartments in particular are looking for ways to balancethese goals while continuing to provide optimal service.By offering the state-of-the-art technology and the criticalmass HR executives need to help them attract and retaintalent, outsource providers can free in-house HR staffs toconcentrate on strategic value-added services.

人力资源业务外包趋势研究

The impetus for outsourcing transactional functions like401(k) plans and health benefits is a technology issue, too.HR departments often turn to external providers because theirITdepartments are unable to provide the technology or sup-port they need to automate and Web-enable their processes.

Why did you initially consider HR outsourcing?

(Respondents could choose more than one driver)

75%

Cost62%reduction

68%

38

人力资源业务外包趋势研究

Service 51improvement57Maximize33resource 33

availability41

Top management

Line management

HR

Companies are generally satisfied with their arrangements.Slightly more than 50 percent of respondents report that theyhave fully achieved their objectives; 42 percent have partiallyachieved them. So it is unsurprising that less than 1 percent ofoutsourced HR functions have been brought back in-house.

What do companies cite as the top benefits of outsourcing HR??

reduced costs

?betterservice?access to expertise

?ability to focus on core activities

4HR Outsourcing Trends Executive SummaryKeeping strategy and culture inside

Despite an increase in HR outsourcing, companies have theirlimits. The majority say that they will not outsource employeecommunications, HRIS, assessment, and recruiting.

What won’t you outsource?

Employee communications

87%

HR information system

(HRIS)

65Assessment57Recruiting

48

Companies say that these functions are:

?

critical to business success and strategic advantage;

?key to maintaining a company’s corporate culture; and?needed to preserve the company’s “personal touch.”

Pegging Benefits to Functions

YIELDS

LowerImprovedAccessSharpened costs

service

tofocus on core expertise

business

OUTSOURCING…

401(K)

XPension benefitsX

Health benefitsXCall centersXStocks and optionsXXOtherbenefitsX

PayrollXAssessmentX

HR information Xsystem (HRIS)Recruiting

XTraining and developmentXXEmployee communications

X

X

The Conference Board

Looking for the Ideal Partner

Choosing the right provider is key to a successful out-sourcing experience. Although most companies use multi-ple providers, 12 percent of the companies surveyed out-source the bulk of their HR functions to a single provider;another 9 percent are in the process of doing so, or plan toover the next three years.

What do companies look for?

79PERCENTguaranteed service levels73PERCENTa proven trackrecord56PERCENTguaranteed cost savings49PERCENTprocess specialization31PERCENTa compatible corporate culture

Selecting a provider is a courtship dance, and one of yourmost difficult tasks will be assessing the capabilities of your“suitors.” Once you are clear about your own expectations— exactly what does the process to be outsourced entail? —here are some guidelines for narrowing your choice:THOROUGHLYCHECKREFERENCES

by speaking

to present and formercustomers.

PAYATTENTIONTOTHEQUALITYOFSTAFF

that will be assigned to youraccount.

LOOKINTOTHEFINANCIALS

Financial instability ora

change ofownership can negatively affect service.

AREYOUCULTURALLYCOMPATIBLE?A providershould

understand youremployees and theirexpectations — butto some extent it should share yourcompany’s values,as well. The company and the outsourcershould worktogetherto build a strategic partnershipratherthan avendor/customerrelationship.

HR Outsourcing TrendsExecutive SummaryThe Conference Board5

人力资源业务外包趋势研究

Anotherdance?

Asked what they plan to do when their outsourcing con-tracts expire, almost half of the respondents said that theyplan to renegotiate. One quarter plan to extend the contracton essentially the same terms, and the remaining quarterplan to re-bid the project. No respondents plan to bring theproject in-house. Less than 1 percent of the outsourcedfunctions covered were brought back in-house.

Going home with someone else

Although changing providers is not common, all of thecompanies interviewed said they would do so if they werenot getting value from their outsourcing arrangement. Somecompanies consolidate their outsourcing agreements,switching to vendors who can deliver a broader array ofservices. By doing so, they are able to provide their employ-ees with a more uniform experience and reduce costs.

Striking the right balance

Although companies are willing to change providers, theydo not contemplate that decision lightly. As one respondentobserved: “You need to achieve a balance. On the one hand,you have to hold the provider accountable so that you gainthe improvements you sought. And you should always havealternate suppliers who could deliver the service if the needarose. But in order to achieve a successful transition — aswell as ongoing process improvements, cost reductions, andemployee satisfaction — you should approach your providerrelationship as a long-term partnership. So choosing well atthe outset is critical. If you have to change the provider at alater date, managing a second transition has a very differentset of dynamics and, in some ways, is even more complexthan the initial outsourcing action.”

Going theirown way

Some companies have decidednotto outsource — the rea-sons and the resulting strategies vary. Some are bringing theirglobal HR together by standardizing them as much as possi-ble. Others have made strong technology investments, pre-cluding the need to outsource. Some companies have decidedto make their HR more efficient by pursuing a shared servicesmodel. Yet others question the assumption that a vendor candeliver better service at a lower cost than their own HRorganizations. Says one HR director: “Outsourcing is a signof lazy management. I can do it faster and cheaper than avendor. It is my core business. It is what I do for a living.”And some companies are just better positioned, especially ifthe technology or expertise is already in place.

Outsourcing Challenges

The most common internal barriers to outsourcing are:57PERCENTQuestionable cost/benefit justification;

46PERCENTInadequate readiness ofpeople and systems;36

PERCENT

Organizational resistance from within HR; and

19PERCENTInability to manage relationships with theoutsourcer.

Indeed, despite the overall high level of satisfaction withtheir outsourcing agreements, companies still encounter avariety of problems:

?lower-than-expected service levels?loss ofcontrol

?high employee turnoverat the provider?difficulties managing the provider?higher-than-expected costs?employee resistance?cultural differences

6HR Outsourcing Trends Executive SummaryLessons Learned

Knowing what they know now, an overwhelming majority— 90 percent — of respondents would outsource again.But they would do several things differently:

FOCUSMOREONCHANGEMANAGEMENT.

Many companies

have experienced employee resistance to their outsourcinginitiatives. One HR vice president concedes that, with out-sourcing, employees “are not quite as well taken care of.”And, as one benefits manager notes, “Many employeesmiss the personal touch.”

To overcome resistance, manage change early, often, andinclusively. Prepare employees on what to expect — particu-larly during the transition. This can be especially importantfor the retained HR organization. For them, the move towarda more centralized and Web-enabled approach means thatthey may be asked to take on work that is much different —and more strategic — than before. Companies may need toequip these staffers with additional skills — internal consult-ing, change management, and project management — tomake them influential at a more senior level.

PAYMOREATTENTIONTOPROCESSREDESIGN.Re-examine internal processes to see how they need tochange. By doing so early on — even before selecting a serviceprovider — you will avoid outsourcing a broken process, andwill better convey to potential providers what the functionentails and what your performance expectations are. The pricefor failing to sufficiently simplify and align your HR process-es could be a longer and more difficult transition.

The Conference Board

SETSPECIFICSERVICELEVELS.

Write your expectations into

the contract as service level agreements (SLAs), includingpenalties and rewards. Contract negotiation should includeSLAs on accuracy, turn-around time, and responsiveness.

But do not just includeservice levels in your outsourcingcontract — make sure that you get them. The perceivedperformance of the HR function will be directly impactedby the actual performance of your vendors. Managing anoutsourcing arrangement takes at least as much attention,and often more, than managing internal services. So makesure that you have an exceptionally good service team onthe vendor side. (Changing processing centers or key ven-dor personnel can dramatically improve service.)

PAYMOREATTENTIONTODETAIL.

Hidden costs are a common

obstacle to realizing cost savings. And if it is not in the con-tract, you will not get it, companies warn. So make sure youknow from the beginning what’s going to cost extra. (Forcomparison, determine your true internal delivery cost.)GOWITHAPROVENVENDOR.Acknowledging that “they are

more expensive but do not need to learn by experiment,”one vice president of HR advises: “Do not be a beta client;go with a proven winner.”

MANAGEPROVIDERRELATIONSHIPS.Once the roles and

responsibilities of company and provider are established,actively maintaining the balance is the most challengingand often underestimated aspect of outsourcing — evenmore so when it involves multiple providers of incompati-ble systems. But it is vitally important — especially whenscarce internal resources are at stake.

HR Outsourcing TrendsExecutive SummaryThe Conference Board7

Long-term Strategy Implications

Although only about one-third of survey respondents havecreated a core competency for managing outsource providers,the trend is growing, especially among large organizations.Several companies reported that they are developing an

expertise that varies by outsourced function. Only 35 percentof the companies use outside legal help when negotiatingtheir agreements, and 45 percent use consultants to facilitatetheir process. Companies that use a consultant are more likelyto have created a core management competency.

Although the pressure to reduce costs often originates withthe CEO or CFO, the outsourcing decision itself remainswithin the human resources organization. HR departmentsdetermine what to outsource and to whom. And for the vastmajority of companies, HR negotiates the agreement (oftenassisted by purchasing and legal) and manages the providerrelationship. As outsourcing becomes more prevalent,establishing a core competency for managing these rela-tionships will be a key measure of HR’s success. Moreover,HR’s visibility and value will increase as HR departmentsspend less time on transactional work and focus on makingmore strategic contributions to their organizations.

Related Conference Board Publicatons

HR Technology StrategiesResearch Report 1320,2002ERPTrends

Research Report 1292,2001ITOutsourcing Trends

Research Report 1289,2001

The Conference Board845 Third Avenue, New York, NY 10022-6679

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