OTsO general Service center

2020: During self-isolation of 75% of the Russian OTsO transferred the most part of employees to remote work

On July 6, 2020 the Club of OTsO reported that the Russian sphere of the selected business service passed the emergency strength test announced by a global pandemic of COVID-19. The general service centers confirmed the efficiency and capability to work unconventionally for the sake of preserving of continuity of business processes. Say these researches about it, OTsO which is carried out by Club with participation of 32 centers of the selected service of Russia.

During self-isolation of 75% of the Russian OTsO transferred the most part of employees to remote work, and 20% of the centers sent all personnel to an udalenka. By the beginning of July 2020 OTsO already began to return the personnel on jobs, but last mode of self-isolation cardinally affected the basic principles of the HR policy.

In most the centers the remote mode for a part of employees will remain. 80% of the polled heads of OTsO reported that their personnel several days a week will work from the house. In a number of OTsO with a large number of offices practice of alternation of an udalenka and internal work will be given a dry run at first at the rented offices, and then extended also to the employees working at own offices of the company.

Almost in half of the Russian service centers (42%) there will be employees who will be constantly and is long to work in the remote mode. First of all those who already confirmed the efficiency will work so, change the residence, are on a maternity leave or prefer work from the house on other family circumstances. For the beginning of July, 2020, in most OTsO such mode is offered only those who are ready to work from the house constantly. But in 9.5% of OTsO which participated in poll already began set of new employees on completely remote mode that offers to the centers of common service new prospects as in terms of involvement of professional staff from other regions, and in terms of decrease in current costs.

Taking into account a trend on remote employment, development and deployment of additional instruments of control of personnel becomes one of the major tasks for the centers of common service. On the one hand, OTsO should save efficiency, with another – employees should not be under oppression of total control.

4% of respondents Club of OTsO of the centers of the selected service were recognized that during the quarantine they did not manage to construct an effective control system of employees. In 52% use the existing tools so far. But almost in half of OTsO (44%) already implement different valuation methods of efficiency of personal work.

In half of the centers of the selected service during a quarantine did not change the operating KPI. But every tenth center (11%) corrected performance indicators promptly after transition to the remote mode and another 39% work on making changes of KPI for July, 2020.

The global pandemic, contrary to expectations, had no great negative impact on productivity of work of the centers of the selected service. The efficiency of activity of OTsO was provided with quality of the built-up processes, coordination of commands and sure actions of the management (the most part of OTsO created the emergency BCP plans for transition to the remote mode in March, 2020).

In 37.5% of OTsO performance during self-isolation was left without changes, at the so many centers it increased by 1 – 5%. Decrease in productivity was noted only by 25% of respondents (and these digits strikingly differ from these polls of foreign OTsO where announce 63% falling of performance).

A third of the centers of common service in Russia and the CIS (33%) work on change of conditions of SLA now or already made it. At the same time in every second Russian center (51.9%) during a pandemic the volume of the executed transactions increased, and only 7.4% noted that the volume of transactions was reduced.

In general, is the most successful switched over the centers in which actively use the e-document flow tools to the remote mode and prior to the beginning of a pandemic mastered practice of remote work. Electronic document management became the most actively developed direction in the centers of the selected service in the period of a pandemic. 73% of the polled OTsO reported about it. In many OTsO (46%) the mode of remote work became an incentive to the accelerated implementation of digital instruments, including robotization and process automation, and they were actively implemented with a support on internal resources. Besides, management had to pay additional attention to work with personnel services and remote training – 46% also reported about it.

Basic change of macroeconomic conditions did not take place imperceptibly for the Russian segment of the selected business services. 64.7% of the centers which participated in poll stated that they are forced to cut down expenses. Nearly another 12% are in process of discussion of options of reductions now.

Administrative expenses became the most popular direction of cost optimization: announced their reduction to 66.7% of the polled leaders of OTsO. Every second company reduces rent costs, 44% froze implementation of new projects and review payment terms of work and compensation payments to employees. In 33% of the centers of the selected services reduce budgets by personnel training, and in 17% reductions began.

About the place and a role of an invoysing

About the place and a role of an invoysing as management tool accounts payable in the OTsO process model and opportunities of implementation of "ideal model" of process of management of accounts on payments.

In opinion Pba Consult (Tyukhtikov Kirill), in the Russian market occurs several stereotypes interfering implementation in the companies of advanced technologies of an invoysing as that: underestimation of the importance of process for business; not up to the end conscious desire to implement all internal processes means of a universal "comprehensive" system of a class ERP or Docflow; substitution of a task of the organization of interaction in process by a problem of global scanning of primary documents; a lack of a managerial will for implementation of improvements, experience and examination, based on external for the company. In practice all these conditional barriers are quite surmountable.

As an example it is possible to provide "ideal model" of processing of the entering invoices for payment and technologies of its integration with already available corporate IT landscape. Special attention was paid to KPI of "the ideal solution" - the speaker analyzed it in terms of cost value, performance and quality of work. In practice it "the ideal solution" can show twice the best results in comparison with traditional approaches to processing of invoices for payment. The aggregate value of processing of one similar document in Russia is about 200 rubles (18.3 hours), and "ideally" decrease in labor costs on processing can increase efficiency of process in two and more times (8.56 hours) or for 100 and more rubles counting on one document.

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