The document discusses the importance of alignment within human resources (HR) for organizational transformation, particularly in a rapidly changing global market. It highlights five focus areas for HR to ensure their strategies are effective and adaptable, emphasizing the need for consistency in processes and data transparency. Additionally, it addresses concerns such as talent acquisition, management, and the necessity for HR to act strategically rather than tactically.

1. 0WE BECOME YOU™Content Property of Cielo, Inc.
HR ALIGNMENT FOR
ORGANIZATION
TRANSFORMATION
PRESENTED BY ANGELA HILLS
Alignment. In a global marketplace where change and
disruption are the only constants, alignment is the vital
concept that will keep HR practices advancing and evolving.
HR has an opportunity to come to the forefront and align
themselves across the business to drive the necessary
changes for success.
This deck dives into the five focus areas where HR can align
to ensure every piece of their strategy is primed for
organization transformation.

2. 1WE BECOME YOU™
MEET ANGELA HILLS
• Cielo’s Executive Vice President
and Managing Director – North America
• More than 20 years in talent acquisition
and management
• Shares her expertise frequently with the
media and on the national and regional
speaking circuits
• BA in Organizational Psychology from
the University of Michigan
• Master of Business Administration from
Northwestern University’s Kellogg
School of Management
• HRMAC Board Member

3. 2WE BECOME YOU™
HR BUZZWORD OF 2015
ALIGNMENT
• Human Resources and C-suite Priorities
• Talent Acquisition and Talent Management
• Talent Analytics and Business Results
• Local Execution and Global Governance
• Employer Brand and External Brand Strategies

4. 3WE BECOME YOU™
HR PRIORITIES & C-SUITE PRIORITIES
of CEOs believe that their
heads of HR are focused
only on a narrow HR agenda.
Source: Economic Intelligence Unit, The Economist (2013)

5. Design: May have a newly created
Centre of Excellence
Delivery often country led model, or
in some instances divisionally
Delivery: Staffing, HR, business,
agency
Technology: Often several or no
ATS, multiple career sites
Processes: Free for all
Governance/MI: No visibility
Anecdotal at best
DECENTRALIZED
Design: Global COE - Delivery
reports to divisions, regions or
countries
Delivery capability: Talent
Acquisition in key locations / hubs,
HR, Business and agency usage
Technology: One ATS, Adoption
vary. In some countries may have
access to CRM, Social Platforms,
mobile, move to one careers site
Processes: Some degree of
consistency
Governance/MI: Some visibility
combined with anecdotal evidence.
May have global common KPIs /
SLAs
MATRIXED
Design: COE and Delivery
combined. All of TA function report
to global function.
Delivery: Mainly Talent Acquisition
with HR in some locations. Hub
and spoke. Minor agency usage
Technology: One ATS – high
adoption.
Process: Consistent frameworks
aligned to local nuances
Governance/MI: Global visibility
and risk assessment. Common
KPIs and SLAs (but taking in to
account starting point)
CENTRALIZED
TheDeliveryModelComments
• What degree of
transformation is possible?
• Business and HR model
• Balance global versus local
requirements
• Cost versus growth
• Cost effective
• Global Governance and
clear picture of risks
• Is it scalable?
• Local Engagement / co-
ownership of recruitment
• Costly
Agencies and duplication
• Local engagement
• Lack of expertise
• Legal compliance
• Business risk

6. 5WE BECOME YOU™
TALENT ACQUISITION FUNDING MODELS
Fully
Distributed Fully
Centralized
+ Big, bold decisions
+ Strategic jumps
– Lack of awareness,
flexibility and agility
+ Responsibility
+ Accountability
+ Awareness
– Unnecessary charges

7. 6WE BECOME YOU™
2015 Top HR Concerns
TALENT ACQUISITION & TALENT MANAGEMENT
Source: SilkRoad “The 2015 State of Talent Management Report”
Engaging & Retaining
Employees
Recruiting the Best
Employees

8. 7WE BECOME YOU™
TALENT ACQUISITION & TALENT MANAGEMENT
Lack of Alignment Causes:
• Inconsistent processes and procedures
(RISK!)
• Unnecessary duplication of efforts
(COST!)
• Disconnect in data and analytics
(NO TRANSPARENCY!)

9. 8WE BECOME YOU™
Evolution
Focus
Scope
Increasing value creation
Staffing Talent Acquisition Talent Management
Process Enablers Trusted Advisor Strategic Partner
• Process efficiency
• Cost reduction
• Effectiveness
• Business impact
• Value Creation
• Talent-centric Culture
Description/Examples
• Standardized
• Quality of process
• Speed
• Quality of hire linked to hiring
manager satisfaction
• Mainly active candidates
Description/Examples
• Alignment to organizational
strategy and structure
• External & Internal Mobility /
Succession
• Sourcing active and passive
talent enabled by CRM
• Quality of hire - retention /
performance
Description/Examples
• Full integration between TA &
TM
• Workforce Segmentation
• Continuous improvement
throughout life-cycle
• Segmented sourcing focus
aligned to scarcity and
business impact
• Core recruitment
– Sourcing
– Screening
– Interview scheduling
– Applicant tracking
– Vendor management
• Core recruitment
+
• Value-added services
– Workforce planning
– Employer branding
– Data & Analytics
– D&I
– Leadership
• Core recruitment
+
• Value-added services
+
• Additional
• Predictive Analytics
• Convergence Corporate and
Employer Brand – targeted
THE VALUE CHAIN

10. 9WE BECOME YOU™
of global companies surveyed
USE ANALYTICS WELL TO INFORM
THEIR TALENT ACQUISITION PROCESS.
Source: LinkedIn Global Recruitment Market Survey (2014)
TALENT ANALYTICS & BUSINESS RESULTS

11. 10WE BECOME YOU™
TALENT ANALYTICS & BUSINESS RESULTS
of global HR leaders cite
DEVELOPING AN HR ORGANIZATION
THAT ACTS STRATEGICALLY
RATHER THAN TACTICALLY
as what keeps them up at night.
Source: SilkRoad 2015 State of Talent Management Report

12. 11WE BECOME YOU™
LOCAL EXECUTION & GLOBAL GOVERNANCE
of HR leaders are
NOT AT ALL GLOBALLY PREPARED
to localize talent programs to local needs.
Source: Bersin Talent Acquisition Fact Book (2014)

13. 12WE BECOME YOU™
EMPLOYER BRAND & EXTERNAL BRAND
of CEOs are concerned
A LACK OF AVAILABLE KEY SKILLS
is a threat to organizational growth.
Source: PwC The CEO Agenda (2015)

14. 13WE BECOME YOU™
HUMAN RESOURCES PASSES
THE WALLET TEST WHEN IT
CREATES HUMAN ABILITIES
AND ORGANIZATIONAL
CAPABILITIES THAT ARE
SUBSTANTIALLY BETTER THAN
THEIR COMPETITORS.
Source: The HR Value Proposition, HBS Press, 2013