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10 things HR transformation

A presentation on the state of HR in the Transformation Journey

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10 things HR transformation

  1. 1. 10 Things | HR TransformationThe why, what and how of making HR valuable to organisations<br />Rob Scott<br />Practice Leader: Human Capital Services<br />
  2. 2. 10 Things | HR Transformation<br />10 Things | HR Transformation is about unravelling the mysteries of HR Transformation ~ giving insight to the myriad of components included in HR strategy and transformation discussions. Organisations have different expectations of Human Resources, but HR itself is finding it difficult to adapt and provide direction. There is good reason for this, given that HR has remained largely inwardly focussed and showing marginal increases in its own performance.<br />How do we help you on your journey of HR success?<br />
  3. 3. 10 Things | HR Transformation<br />HR Transformation initially focused on making HR operations<br />more efficient and effective through process standardisation and<br />transactional technology usage. The next generation of HR Transformationis more tightly linked to corporate strategy and creating business value through HR services that address a company’s most pressing strategic challenges.<br />
  4. 4. 10 Things | HR Transformation1: What’s driving change in Human Resources<br />The HR “wake up call” is being driven by a number of key factors – all of which are directed towards building or strengthening the strategic partnership role.<br />Overall business is transforming – HR is an important cog<br />Pressure to gain the “ People Competitiveness” advantage<br />Questionable HR service delivery<br />HR’s return on investment<br />Leadership changes in HR<br />Lack of perceived HR value to the organisation<br />Regulatory changes<br />Global demands<br />
  5. 5. 10 Things | HR Transformation2: Current state of Human Resources<br />Current research indicates that HR has three key focus areas, however the level of success in these areas varies considerably.<br />HR Services<br /><ul><li>Providing the traditional “Hire-to-retire” HR services to line management and employees. The level of “HR maturity” influences the effectiveness of these services</li></ul>Transactional execution<br /><ul><li>HR will always be transactional in nature. Record keeping is generally good, but reporting and analysis is generally poor</li></ul>Partnering<br /><ul><li>Line partnering and strategic partnering has been on the cards for a number of years. HR tends to rate poorly in this area.</li></li></ul><li>10 Things | HR Transformation3: Where does the HR Focus need to be<br />Building the strategic Human Capital function requires a broader focus of attention.<br />HR strategy<br />Talent management<br />Leadership development<br />Change management<br />Strategic Workforce planning<br />Merger & acquisition<br />New market penetration<br />Regulatory & governance<br />Global mobility & security<br />Programme management<br />
  6. 6. 10 Things | HR Transformation4: Critical HR Strengths<br />An analysis of the strengths of HR departments shows alignment with the current focus areas. <br />People skills<br /><ul><li>HR is still regarded as the custodian of people matters in organisations, and are regarded as competent in dealing with employee relationship matters</li></ul>Interviewing and assessment<br /><ul><li>HR is skilled in assessing applicants and conducting applicable assessments – the typical “psychology” profile of HR is still very prevalent</li></ul>Functional services<br /><ul><li>HR provides reasonable services in the Hire-to-retire group of activities</li></ul>Record keeping<br /><ul><li>Generally good manual recording systems</li></li></ul><li>10 Things | HR Transformation5: HR Development Areas<br />In order for HR to fulfil its new mandate, there are a number of areas that need focus and development.<br />Business strategy<br />Data analysis and reporting<br />Organisational assessment<br />Organisational design<br />Cost analysis<br />Measurement<br />Cross functional skills<br />Financial acumen<br />Vendor management<br />Technology awareness<br />Social network impacts<br />
  7. 7. 10 Things | HR Transformation6: Major Obstacles to Transforming HR<br />If HR is going to transform, then it needs to address the critical hurdles it faces.<br />Capability of line management<br />Skills within HR departments<br />Business perception of HR’s “value”<br />Attitude of line<br />HR structures and reporting lines<br />Business leadership<br />Business desire for HR strategic activity<br />Effective use of technology<br />Understanding difference between ‘HR Best Practice’ and ‘HR Maturity’<br />
  8. 8. 10 Things | HR Transformation7: The Four Pillars of Strength<br />The new transformed HR model has 4 pillars that support the organisation.<br />Customers<br /><ul><li>Customer services is core to HR, but the target is changing to include line customers and vendors</li></ul>Process<br /><ul><li>Research indicates that <55% of HR departments that have redesigned processes are seeing the benefits – Why?</li></ul>Technology<br /><ul><li>Technologies greatest use in HR still remains access to policies & procedures. Less that 35% of organisations leverage employee and management self service or use technology strategically</li></ul>Structure<br /><ul><li>What model best suites the objectives of the business – 60% of HR departments are using SS and COE’s, but lower desire to grow programme specialist and separation of CHRO and HR controller positions</li></li></ul><li>10 Things | HR Transformation8: Measuring HR – Direct contributions needed<br />Traditionally HR has been measured in ways that are not aligned to support a strategic focus ~ you need measures that shows HR’s direct contribution to the business objectives.<br />Non Strategic measures typically used by HR departments<br /><ul><li>HR Cost
  9. 9. HR/ Staff ratio
  10. 10. Customer Satisfaction
  11. 11. HR programme effectiveness
  12. 12. Line effectiveness in dealing with HR matters</li></li></ul><li>10 Things | HR Transformation9: What are the things HR should Enhance<br />Cleaning up the HR house will require focus in the following areas.<br />HR functional leadership<br />Skills in HR<br />Value of HR to business<br />Business leadership<br />Technology<br />Radical process redesign<br />Measurement<br />Accountability<br />
  13. 13. 10 Things | HR Transformation10: Transformation Actions & Self belief<br />Actions steps for HR to start their real transformation journey.<br />Understand your HR maturity level<br />Assessment of customer needs<br />Audit of HR data <br />Assessment of functional activity<br />Design new strategy for delivery<br />Evaluate and implement technology<br />Develop appropriate HR models<br />Radically redesign processes /measures<br />Skills development of HR talent<br />Outsourcing<br />Reward strategy for HR<br />
  14. 14. 10 Things | HR TransformationThe POIT HR Transformation Approach<br />HR is being asked to manage an array of critical roles to help their organisations respond to a more complex, and rapidly changing, business environment.<br />Stakeholders<br />Strategic Advisor<br /><ul><li>Talent creator
  15. 15. Counsellor & leadership enhancer
  16. 16. Change designer
  17. 17. Organisation structure & environment creator
  18. 18. Performance & rewards program creator
  19. 19. HR service delivery & vendor manager
  20. 20. Regulatory HR generalist/risk manager
  21. 21. Corporate governance consultant</li></ul>The POIT License<br />CEO<br />Shareholders<br />Service Supporter<br />Executive & non-executive directors<br />
  22. 22. 10 Things | HR TransformationHR Service Delivery Model<br />Stakeholder<br />value<br />The POIT License<br /><ul><li>To deliver value, adapt to changing organisation trends, and lead the drive to people optimisation, HR must continue to evolve strategically and build focus around its customers, its key roles and how it touches the business.</li></ul>Customers<br />The HR roles<br />Touch points<br />HR strategy<br />Business strategy<br />
  23. 23. Thank you<br />Excellence in People’ reflects what we value as a company. Our focus has always been on employing the very best people and developing close partnerships with our clients, to provide the best possible solutions. Put simply, we have excellent people who help our clients achieve excellence in the management of their people. We have a great knowledge of HR and IT, but more than that, we are a strong presence within our client’s business. <br />Our strength is the excellence of our people and our focus is on our clients. This focus has seen us evolve into a global organisation to better support our clients in their respective markets, the world over.<br />Rob Scott<br />Human Capital Services<br /><br />