The client is one of the leading international mobility and logistics companies and has over 330,000 employees worldwide. The company moves both passengers and goods through combined transportation and rail infrastructure management and the economically and ecologically efficient linking of all modes of transport.
The customer needed a foundation for a make–or–buy decision in the field of Global Mobility. Our task as HR Global Consulting was, on the one hand, to analyse the outsourcing option and, at the same time, develop potential courses of action for the in-house option in order to provide our client with a foundation for making a decision.
By carrying out in–depth analyses for both options, DB was able to make a sound and reliable decision in favour of the in–house solution. We also developed specific solutions for the customer in terms of administration, technology and processes.
As an external service provider, we at HR Global have played our part in making the internal discussion about outsourcing more objective by providing impartial assessments. At the same time, we created a fact–based decision-making process for decision–makers and stakeholders alike. Our recommendations were tailored to the needs of our client and have proven to have led to greater efficiency and professionalism in the in-house Global Mobility department. Furthermore they improved the standing of the team within the Group and in the eyes of external clients and stakeholders.
- Analysis: At the beginning of our work there was an internally managed Global Mobility Team. First, we evaluated the approach of the department in terms of their portfolio, department structure, stakeholders, processes and degree of digitisation.
- Presentation on the Economic Effects of Outsourcing: We identified tasks and processes that could be considered for outsourcing and simultaneously identified potential service providers. Our recommendations included specialised smaller HR consultancies as well as service offerings from major providers. We summarised the associated costs in detail in the form of a business case.
- Evaluation: We compared outsourcing with possible options for optimising the internal model. In doing so, we took into account process-related and technological factors as well as cultural aspects from DB’s organisational structure and derived corresponding recommendations for action.