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Priyadharshini.M
MBA -2nd year
INTRODUCTION • Talent Shortages and Global Competition
have put people issues at the top of the CEO’s
agenda.
• Business leaders aren’t sure whether the HR
function is up to the challenge.
• Survey done by Deloitte states the
following facts
– 72 percent of senior business executives
believe people and talent are critical to their
company’s results, only 8 percent are
confident in the way their company currently
manages talent.
– Moreover, 46 percent of the surveyed
executives said their company’s HR
capabilities are adequate, but need to
improve,
– While another 31 percent believe significant
improvement is needed
• This point of view describes a 10-step
approach to help HR meet these challenges
• The approach centers on creating and
executing a comprehensive HR strategy to
develop and deliver services that align with
the company’s changing needs.
HR Strategy
Define human capitalValue
1.
Understand
the business
Strategy
• Understand the following things in
business
– market forces,
– trends and the business strategy
– identify their impact on the HR
strategy
– priorities required to execute the
business strategy.
2. Define HR
Strategy
• Provide a roadmap for creating a
unique competitive advantage
– Translate your organization's strategy
into an effective and actionable HR
strategy, priorities and business plan.
– Translate your HR strategy into key
people initiatives and programs
– Identify the best ways to attract,
motivate, and retain new and existing
workforce segments.
ALIGN HR PRODUCTS AND
SERVICES
3. Segment
HR
customers
• Define and determine which
workforce segments are most
critical to achieve the desired
results
• Assess the needs of each
workforce segment and draw up
programs and services tailored to
their needs
4.Priorities
HR
investment
• Identify and develop prioritization
criteria that are aligned with the
organization's strategy and
priorities
• Analyze the cost, benefit and risk
of delivering each offering across
the workforce life cycle
• Allocate funding for parts of the
people services portfolio.
5.Design HR
services
• Perform an HR process analysis
and identify all HR processes that
should be streamlined or
reengineered
• Analyze the current people
services portfolio, (re)design and
implement HR services and
solutions
DeliverValue
• Converting HR strategies and initiatives into
tangible business value requires the
appropriate delivery approach
6.Ensure
right HR
service
delivery
model
• Analyze the current HR service
delivery model and assess its
ability to effectively meet the
organization’s needs and
objectives
• Define specific roles, governance
mechanisms, and delivery options
• Identify key delivery enablers such
as systems, processes and
infrastructure
7. Establish
right HR
capabilities
• Identify the skills and
competencies required to deliver
the HR Strategy
• Conduct a skills analysis, develop
training and recruiting plans to fill
any critical gaps
8.Improve HR
operational
excellence
continuously
• Assess the efficiency of HR-
related services and activities
through qualitative and
quantitative analyses (HR Cost
and ActivityAnalyses)
• Assess the cost structure of the
HR function and control
significant long-term and short-
term HR-related costs
9. Build HR
brand
• Design, develop and implement
an integrated communication
process in order to market the HR
function within the organization
• Obtain feedback on how HR is and
should be performing .
10. Measure
impact of HR
products and
services
• Link the corporate strategy, strategic
HR priorities and key performance
measure for HR and for the workforce
• Identify the right key performance
measures and ensure the right balance
between value- and cost-related
measures
• Design and implement an HR
Scorecard to track HR impact, value
and costs
• People and talent issues are now widely
recognized as critical to business success.
• Monumental demographic shifts, entry into
new and emerging markets, virtual and
globally mobile workforces, and ever-
changing risks are forcing companies to take
bold, definitive action to improve how HR
supports the business.
• HR must go beyond traditional approaches to
“transforming” itself.
Taking hr to next level

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Taking hr to next level

  • 2. INTRODUCTION • Talent Shortages and Global Competition have put people issues at the top of the CEO’s agenda. • Business leaders aren’t sure whether the HR function is up to the challenge. • Survey done by Deloitte states the following facts – 72 percent of senior business executives believe people and talent are critical to their company’s results, only 8 percent are confident in the way their company currently manages talent.
  • 3. – Moreover, 46 percent of the surveyed executives said their company’s HR capabilities are adequate, but need to improve, – While another 31 percent believe significant improvement is needed • This point of view describes a 10-step approach to help HR meet these challenges • The approach centers on creating and executing a comprehensive HR strategy to develop and deliver services that align with the company’s changing needs.
  • 6. 1. Understand the business Strategy • Understand the following things in business – market forces, – trends and the business strategy – identify their impact on the HR strategy – priorities required to execute the business strategy.
  • 7. 2. Define HR Strategy • Provide a roadmap for creating a unique competitive advantage – Translate your organization's strategy into an effective and actionable HR strategy, priorities and business plan. – Translate your HR strategy into key people initiatives and programs – Identify the best ways to attract, motivate, and retain new and existing workforce segments.
  • 8. ALIGN HR PRODUCTS AND SERVICES
  • 9. 3. Segment HR customers • Define and determine which workforce segments are most critical to achieve the desired results • Assess the needs of each workforce segment and draw up programs and services tailored to their needs
  • 10. 4.Priorities HR investment • Identify and develop prioritization criteria that are aligned with the organization's strategy and priorities • Analyze the cost, benefit and risk of delivering each offering across the workforce life cycle • Allocate funding for parts of the people services portfolio.
  • 11.
  • 12. 5.Design HR services • Perform an HR process analysis and identify all HR processes that should be streamlined or reengineered • Analyze the current people services portfolio, (re)design and implement HR services and solutions
  • 13. DeliverValue • Converting HR strategies and initiatives into tangible business value requires the appropriate delivery approach
  • 14. 6.Ensure right HR service delivery model • Analyze the current HR service delivery model and assess its ability to effectively meet the organization’s needs and objectives • Define specific roles, governance mechanisms, and delivery options • Identify key delivery enablers such as systems, processes and infrastructure
  • 15.
  • 16. 7. Establish right HR capabilities • Identify the skills and competencies required to deliver the HR Strategy • Conduct a skills analysis, develop training and recruiting plans to fill any critical gaps
  • 17. 8.Improve HR operational excellence continuously • Assess the efficiency of HR- related services and activities through qualitative and quantitative analyses (HR Cost and ActivityAnalyses) • Assess the cost structure of the HR function and control significant long-term and short- term HR-related costs
  • 18. 9. Build HR brand • Design, develop and implement an integrated communication process in order to market the HR function within the organization • Obtain feedback on how HR is and should be performing .
  • 19. 10. Measure impact of HR products and services • Link the corporate strategy, strategic HR priorities and key performance measure for HR and for the workforce • Identify the right key performance measures and ensure the right balance between value- and cost-related measures • Design and implement an HR Scorecard to track HR impact, value and costs
  • 20. • People and talent issues are now widely recognized as critical to business success. • Monumental demographic shifts, entry into new and emerging markets, virtual and globally mobile workforces, and ever- changing risks are forcing companies to take bold, definitive action to improve how HR supports the business. • HR must go beyond traditional approaches to “transforming” itself.