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By J.-C. Fernandez

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It is however an important consideration when shifting to a global model. The key question in determining the level of standardisation required is whether or not any business benefit will be delivered as a result of the transformation, whether the business requires this level of standardisation and whether this balances out against the issues and constraints that must be addressed in delivering this type of service. 32 5 Focusing on the Right Processes The identification of new global processes (such as expatriate movement, or multi-currency remuneration), together with the need to retain a degree of local processing as a result of country specific requirements, results in a HR service which is a blend of local, regional and global elements.

1 Medium Low Frequency processes are outsourced 42 Acquiring the Right Tools 6 Processes may be further prioritised, to gain a comprehensive picture of what should be outsourced, and how quickly. The following categories can be used to evaluate priority:  Urgency of issue.  Timeline of implementation.  Fit with HR goals and objectives.  Probability of success.  Cost savings – quick hits, short-term and long-term.  Service improvements. It is not necessary to limit the focus of outsourcing to basic administrative processes.

2. Defining within process areas what will be driven globally and what will be delivered regionally/locally, for example, Talent Management for the top three structural levels of 36 Focusing on the Right Processes 5 the organisation will be completed globally, for the next two structural levels will be completed regionally, and for remaining structural levels will be completed locally. 3. Defining a global process template, but allowing a percentage variation for regional and local implementation, for example, all activities within a defined scope will be delivered through global processes.

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An implementation of an efficient algorithm for bisimulation equivalence by J.-C. Fernandez


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