Today's HR functions are not keeping pace with the changing needs of businesses or the speed of change. Only 40% of business and HR leaders feel HR is delivering programs aligned with business needs, and 60% believe HR is doing an adequate job at best. The document recommends that HR reinvent itself by rethinking its service model to anticipate business needs, reset its core responsibilities to deliver business outcomes, shed non-core transactional activities, and invest in training people to be advisors rather than just service providers.

1. REINVENTING HR:
WHERE TO BEGIN
Today’s HR
functions aren’t
keeping up with
the evolving needs
of the business
they support—or
the pace of
change itself.
MISALIGNED WITH THE BUSINESS: SUB-PAR PERFORMANCE:
feel HR is delivering
“excellent” service.
In contrast, 60%
believe HR is
doing—at best—an
adequate job.
of Canadian business
and HR leaders surveyed
feel HR is failing to
deliver programs aligned
with the business needs.
40% 60%7%
of Canadian business and
HR leaders feel reinventing
HR is a critical issue.81%
feel their organizations is
at least somewhat ready
to address the challenge.77%
CAUTION:
INVEST WISELY
Organizations must ensure these investments are used to drive
meaningful HR transformation—not just prop up the status quo.
REINVENTING HR:
WHERE TO BEGIN
Human Capital Trends 2015
REINVENTING HR
62% of firms surveyed plan
to boost HR spending in
the next 12 to 18 months.
Reinventing HR
will take a sizeable
investment.
RETHINK HR’S SERVICE MODEL
The “new” HR should understand your business
strategy and priorities, then anticipate needs to
embrace technology, talent analytics and other
new tools that support the organization’s goals.
RESET HR'S CORE IMPACT WITH
NEW RESPONSIBILITIES
These should anticipate business needs and deliver
business outcomes through leaders and people.
SHED NON-CORE RESPONSIBILITIES
These include many of the traditional,
transactional activities too many HR teams
still cling to. Simplify, automate and enforce
self-service using technology and shared services.
INVEST IN TRAINING PEOPLE TO BE
ADVISORS, NOT JUST SERVICE PROVIDERS
The new HR demands high performers who
anticipate needs, understand business drivers
and embrace technology, workforce analytics
and other new tools to support the business.
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Why have Canadian
organizations been slow
to reinvent?
• Investments needed to transform
HR aren’t being made.
• Leaders don’t have examples of high-
strategic, well-aligned HR models.
• HR teams are unwilling—or unable—to
take the difficult but necessary steps needed
to move away from old models and embrace
new ideas and approaches.
HR wants to be seen as a
trusted, strategic advisor that’s
vital to the success of the business.
To do that, HR needs to
radically reinvent itself, transforming the
services it offers and how they’re delivered.
Today’s HR
functions aren’t
keeping up with
the evolving needs
of the businesses
they support—
or the pace of
change itself.
MISALIGNED WITH THE BUSINESS: SUBPAR PERFORMANCE:
feel HR is delivering
“excellent” service.
in contrast, believe HR
is doing—at best—an
adequate job.
of Canadian business
and HR leaders surveyed
feel HR is failing to
deliver programs aligned
with business needs.
40% 60%7%
Learn more: deloitte.ca/hctrends2015