Research On Cost And Profit Of Futian District Government Temporary Staff Outsourcing Project In Shenzhen WF Company

In recent years, human resources service industry, as a key component ofmodern service industry, is gaining more and more attention.Following the pace of reform and opening up, Shenzhen human resourcesservice industry has experienced three stages which are start exploring, marketopening and developing steadily. As the first human resources service provider inShenzhen and even the whole country, with nearly30years of development in therelative field, Shenzhen WF company has owned its unique resource base and serviceconditions in capital strength and financial conditions, good customer serviceexperience, high-quality and stable workforce, information system construction andgood cooperation relations with government departments.This article follows the project management theory and learning method withcombining theoretical knowledge and the actual project cases, taking Shenzhen WFcompany as the project case, and the outsourcing project of Shenzhen Futian Districtgovernment temporary hired workers as the specific case, and analyzes the costs andbenefits of human resources outsourcing, discusses the future development strategy ofhuman resources services.In human resources outsourcing project, the cost of the employ party is dividedinto four categories: direct cost, indirect cost, opportunity cost and risk cost. Forhuman resources outsourcing service providers, costs can be roughly divided intoexplicit cost and implicit cost. Explicit cost includes labor cost, office operating cost,tax cost, marketing cost, etc. implicit cost includes time cost, risk cost, opportunitycost and market demand changing cost, etc. Factors that affect the cost of humanresources service are also various, including the policies and regulations, marketcompetition, the total package size effect, the service provider’s own operations aswell as the cognition level of society for human resources management outsourcing, etc.Human resources outsourcing, can bring cost reduction and profit increase tothe employer, can optimize its organization that enable the employer to reduce thestaff, enhance core competitiveness, and can obtain professional service, spread andreduce risk, improve customer and employee satisfaction. Human resources serviceproviders also get service charge, cash flow, business extension, and positive socialbenefits, etc. Except gaining profits, we also need to realize the risks in outsourcingproject, including the decision-making risk, staff response risk, outsourcing serviceproviders risk, corporate culture risk and information security risk as well asoperation process crisis. If we lack of awareness of those risks, it often leads to highcost of outsourcing, poor earnings, unobvious outsourcing effect, and even fail.The improvement of income comes from the strict control of costs, scaleoperation and reasonable risk aversion. Capturing the break-even point, can correctlyprogram enterprise production, reasonably arrange the production capacity andimprove enterprise economic benefits. Better profits of outsourcing not only show inthe reduction of outsourcing cost, but also in profits gaining and cost reducing afterthe service level of human resources being raised.Correctly understanding their own problems, making targeted references andsystematically adjusting enterprise development strategy, standardizing internaloperation process, strictly controlling the quality of service, strengthening the internalquality of training, building professional service team, enhancing informationplatform construction, improving the operation efficiency and drive efficiency atscale, must be the future development direction and goal for human resources serviceprovider.