Whether you are yet to start your HR transformation journey, are part of the way through, or are reaching your conclusion there are pitfalls to watch out for and best practice to be followed. This showcase will help you present a business case to the board, manage an HR department through change and future proof your HR transformation.
3. Agenda
1 Identify
2 Change is Dynamic
3 Business Strategies
4 HR Leads
5 Transformation
6 Tactical v Strategy
7 The Difference
8 Q & A
3
4. Identify
Where are you on your HR
Transformational journey?
Completed the Journey
• Realisation Assessment
In-process of deployment
• Manage through change
• Assess Status & Risk
Haven’t started yet
• Inventory Data & Process
• Need Business Case
• The end state vision
4
5. 7 Trends Driving Transformation
Change is Dynamic
Complex Regulatory
Environments
• Financial
• Environment
• Consumer
• Government
• Monitoring Bodies
Growth from within
• Smaller operations
• Low-cost
• Opportunities for
growth
• Customers seeking
products and
services at value
Growth from Mergers
& Acquisition
• Varying size and
type of
organisations
• Different
processes
• HR Assessment
Hardship leaving little
fat
• Economic
• Weaker
environment
• Staff reductions
• Transform business
operations through
process
• Re-engineer and
leverage existing
capabilities
• Across more
markets
5
6. 7 Trends Driving Transformation
Change is Dynamic
Simple work is automated or
outsourced
• Required talent is driven by
complexity of work that
employees handle.
• Investments in ERP, MRP &
CRM systems left employees
with the remaining complex
work.
• Employees design and
mange self service portals
and inventory management
systems
Realign Internal Teams
• Nimbler processes
• Management needs better
and consistent information
• Customers demand
simpler and standard
processes
• Ditto supply chain
• Consistent processes
• Improve allocation of
capital
.
Pace of Business
• Launching multiple
products
• Drive revenue objectives
• React quickly to
competitive products and
marketing
• Maintain close
relationships with
customers
• Customers environments
also changing quickly
• Encourages investment in
talent strategies
6
7. Business Strategies
Importance of business objectives behind
company’s operating strategy
Doubled in importance
• Gaining Access to Talent
and Capabilities
• Driving Cultural Change
• Yet, Reducing costs
decreased in total
importance
Reduce Costs
Transform processes
Align support with
corporate strategy
Drive process efficiency
Improve compliance
capabilities
Drive cultural change
Gain access to talent and
capabilities
-40 -20 0 20 40 60 80 100 120
7
8. Business Strategies
Importance of business objectives behind
company’s operating strategy
Doubled in importance
• Gaining Access to Talent
and Capabilities
• Driving Cultural Change
• Yet, Reducing costs
decreased in total
importance
Reduce Costs
Transform processes
Align support with
corporate strategy
Drive process efficiency
Improve compliance
capabilities
Drive cultural change
Gain access to talent and
capabilities
-40 -20 0 20 40 60 80 100 120
8
9. Business Strategies
Importance of business objectives behind
company’s operating strategy
Doubled in importance
• Gaining Access to Talent
and Capabilities
• Driving Cultural Change
• Yet, Reducing costs
decreased in total
importance
Reduce Costs
Transform processes
Align support with
corporate strategy
Drive process efficiency
Improve compliance
capabilities
Drive cultural change
Gain access to talent and
capabilities
-40 -20 0 20 40 60 80 100 120
9
10. Business Strategies
Importance of business objectives behind
company’s operating strategy
Doubled in importance
• Gaining Access to Talent
and Capabilities
• Driving Cultural Change
• Yet, Reducing costs
decreased in total
importance
Reduce Costs
Transform processes
Align support with
corporate strategy
Drive process efficiency
Improve compliance
capabilities
Drive cultural change
Gain access to talent and
capabilities
-40 -20 0 20 40 60 80 100 120
10
11. Leaders in Change
Where HR is Expected to Lead
Speed of change in business
Mobile Workforce
Worker Collaboration
Millenial Workforce
Aging Workforce
Skill/Talent Shortages
0% 20% 40% 60% 80% 100%
Leadership Role
Advisor Role
Execution-only Role
Informed Only
Skill / Talent Shortages
62%
What role does HR play in responding to future work drivers?
11
12. Leaders in Change
Where HR is Expected to Lead
Speed of change in business
Mobile Workforce
Worker Collaboration
Millenial Workforce
Aging Workforce
Skill/Talent Shortages
0% 20% 40% 60% 80% 100%
Leadership Role
Advisor Role
Execution-only Role
Informed Only
Skill / Talent Shortages
62%
What role does HR play in responding to future work drivers?
12
13. Leaders in Change
Where HR is Expected to Lead
Speed of change in business
Mobile Workforce
Worker Collaboration
Millenial Workforce
Aging Workforce
Skill/Talent Shortages
0% 20% 40% 60% 80% 100%
Leadership Role
Advisor Role
Execution-only Role
Informed Only
Skill / Talent Shortages
62%
What role does HR play in responding to future work drivers?
13
14. Leaders in Change
Where HR is Expected to Lead
Speed of change in business
Mobile Workforce
Worker Collaboration
Millenial Workforce
Aging Workforce
Skill/Talent Shortages
0% 20% 40% 60% 80% 100%
Leadership Role
Advisor Role
Execution-only Role
Informed Only
Skill / Talent Shortages
62%
What role does HR play in responding to future work drivers?
14
15. What is a HR Transformation?
Achieve Business Objectives instead of HR
Objectives.
Reconfigure
From cost effective
service to deliver
business through
processes.
• Expose HR to the true business of a company.
• Assign accountability to HR to achieve business goals
• Redefine the metrics of success
• Reconfigure HR process and technology to contribute to
strategy
Accountability
Forces both business
and HR to
collaborate.
15
16. Tactical v Strategic
Adoption of HR Shared Services or
Outsourcing by Process
Payroll
Benefits Administration
Recruitment / Staffing
Employee Contact Centre
Workforce data
management / analytics
0% 20% 40% 60% 80% 100%
Outsourced to a service
provider
Offshore
Shared Service Centre
Managed in-house
Tactical outsourced
Payroll, Benefits &
Employee Contact
Centre
Strategic Relationship Managers focus on the business
16
17. Tactical v Strategic
Adoption of HR Shared Services or
Outsourcing by Process
Payroll
Benefits Administration
Recruitment / Staffing
Employee Contact Centre
Workforce data
management / analytics
0% 20% 40% 60% 80% 100%
Outsourced to a service
provider
Offshore
Shared Service Centre
Managed in-house
Tactical outsourced
Payroll, Benefits &
Employee Contact
Centre
Strategic Relationship Managers focus on the business
17
18. Tactical v Strategic
Adoption of HR Shared Services or
Outsourcing by Process
Payroll
Benefits Administration
Recruitment / Staffing
Employee Contact Centre
Workforce data
management / analytics
0% 20% 40% 60% 80% 100%
Outsourced to a service
provider
Offshore
Shared Service Centre
Managed in-house
Tactical outsourced
Payroll, Benefits &
Employee Contact
Centre
Strategic Relationship Managers focus on the business
18
19. Tactical v Strategic
Adoption of HR Shared Services or
Outsourcing by Process
Payroll
Benefits Administration
Recruitment / Staffing
Employee Contact Centre
Workforce data
management / analytics
0% 20% 40% 60% 80% 100%
Outsourced to a service
provider
Offshore
Shared Service Centre
Managed in-house
Tactical outsourced
Payroll, Benefits &
Employee Contact
Centre
Strategic Relationship Managers focus on the business
19
20. The Difference Made
Human Resource Organisations Before and
After
Business Focused HR
• Active in business issues and
development opportunities.
• Developing talent
management strategies that
drive business success
• Analytic , insightful and
relationship focused; strong
knowledge of business
• Benchmark efficiency, with
a focus on operations with
strategic value.
Dimension
BUSINESS ENGAGEMENT
STRATEGY
TALENT
OPERATIONS
Administratively focused HR
• At process touch points or
for exceptions
• Managing cost , efficiency
of HR team, executive
leadership’s special
projects.
• Compliance, process
efficiency, and HR
requirements
• Managing multiple
systems and processes to
HR timeliness.
20
21. Identify
Where are you on your HR
Transformational journey?
Completed the Journey
• Realisation Assessment
In-process of deployment
• Manage through change
• Assess Status & Risk
Haven’t started yet
• Inventory Data & Process
• Need Business Case
• The end state vision
21
22. Identify
Our passion is
making complex
things simple.
Is Your HR Journey
truly
Transformational?
22