The document discusses the evolution of HR operating models in response to changing workforce dynamics, emphasizing the need for agility, employee engagement, and strategic impact. It outlines priorities for HR, potential models, and the future skills required for effective talent management and organizational success. The emphasis is on creating inclusive, capable organizations that leverage technology and foster collaborative environments.

1. C A T A L Y S T
C O N S U L T I N G
HR Operating Models
And The Future Of Work
Debbie Craig
Pe o p l e S t r a t e g i st
a n d C a t a l y st

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World in Flux
Pre Covid
In Covid
Post Covid
# Stats
87% have or will have
skills gaps
Up to 35% remote
15% leader readiness
< 50% know how

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Adapting to change – what are we seeing?
Structure
Operating models, OD
capability, accountability,
engagement, COEs,
partnerships, smart teams,
rewards, trust vs control
Strategy
Scenario planning, customer
intelligence, digitization,
alignment, resource allocation,
culture
Process
Innovation, optimisation,
decision making,
measurement,
communication,
collaboration
Technology
Strategic alignment, next
generation architecture,
system, tools, competitive
advantage, capability,
digitization, shared services
People
Talent strategy,
employee experience,
global pool, mobility, gig
economy, sourcing,
leading, mentoring,
growing, retaining
Customer &
Competitive
Landscape
Respond to changing
conditions …
• How we organize
(design, digitize, synergies)
• How we execute
(processes, efficiencies,
effectiveness)
• How we enable (capability,
talent, performance)
• How we engage
(collaborate, communicate,
motivate)

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Agile organisations are the new paradigm
“Employees expect to get more
from their employers in terms
of enabling their performance,
supporting their work-life
balance, and growing their
careers”

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Emerging operating models
“As HR Leaders, we play a pivotal
role in helping to lead
organizations to a new future of
work - one that has the potential
to be more inclusive, more
purposeful and one which can
deliver more positive impact to
our people and our consumers.
Success in the future of work will
depend heavily on the ability to
effectively prepare our workforce
– developing Future Fit
organisations with Future Fit
teams.“

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Priorities for HR operating models
• Strategic impact
• Credible value
• Agility & speed
• Cost efficient
• Specialist advice
• Problem solving
• Employee Experience
• Key functions & services
• Culture & learning
• Talent eco-system
• Digitization
• Intelligence
.
• Community role
• Network of teams
• Business leadership
• People leadership

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Emerging HR operating models
HR Network model
Deloitte model
Gartner model
EY model

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Optimal operating model areas
HR’s R&D + product
development engine
Design
HR leadership and
workforce strategy.
Drive
Implementation and
support services aligned
to different employee
segments (not
necessarily BU)
Deliver
Legal, employee
relations, and
policy
governance
Discipline
Account management and
employee success to make
sure that the organisation
and employees get value
from their relationship
Demonstrate value
Analytics and insights
which feed into all of the
above
Discover
“In order to provide this
sort of structural support
without significantly
increasing resource
requirements, HR
functions will have to
move to more agile and
pool-based structures,
leverage technology
more effectively, and
shift their own mindsets
around what HR owns
and what constitutes
best practice in
traditional HR domains
like recruitment,
performance, and
development” Gartner.
https://www.gartner.com/en/human-resources/trends/5-imperatives-for-the-hr-operating-model-of-the-future

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Shifting HR operating models – Gartner 2020
Strategic talent
leaders (old Senior
HRBPs)
Allocation: About 10% of HR staff
Aligned with a specific BU; own
the talent management strategy
for BU
Dynamic pool of
problem solvers
Allocation: About 40% of HR staff
Heart; create and upgrade most
resources, practices and policies;
define talent problems and
solutions – agile networked teams,
project bases, diverse backgrounds
Agile next–gen COE
specialists
Allocation: About 10% of HR staff
Skilled, specialist expertise, work
with problem-solver pool, flexi
contract workers.
HC Intelligence team
Allocation: About 10% of HR staff
Analytics, robust talent data for both ee
and managers for strategic insight and
better talent decisions.
needs change.
HR operations
& service delivery
team
Allocation: About 40% of HR staff
HR COO role for strategic oversight
HR tech team – own tech
infrastructure
People relations managers -
functional support
https://www.gartner.com/en/human-resources/trends/5-imperatives-for-the-hr-operating-model-of-the-future

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Building an Agile HR Operating Model
Strategy
Our purpose & motivation
OP Model Elements
Our design considerations
Guiding Principles
Our Trade Off’s & Principles
Delivery Model
How we will deliver?
Capabilities
Skills we need to deliver?
Services
What services we offer?
Measures
How we measure success?
Customers
Who we serve?

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HR Corporate Centre
Who needs to steer the strategy, culture, resourcing and governance?
Who are their stakeholders?
Operating Units
Should we structure our HRBP functions by
market, function or a combination?
What is the role and level of work required?
Centres of
Excellence
Which functions
should have a Centre
of Excellence?
How much time over
what period is
needed?
Shared Services
Should there be a
Shared Services
Centre?
Service, cost,
efficiency,
|economies of scale,
technology
Business
Unit
Business
Unit
Business
Unit
Operating Units
Administrative
Advisory / solutions
Strategic
Operating Model Options
Agile networked project teams
Do we need flexible part-time team to deliver short-term projects?
Preferred partners
Do we need reliable
partners that know
our business?
COO
Do we need to co-ordinate the services across BUs?
Where should they sit?
Flexi-P/T
HC intelligence
team
Where do they sit?

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Future HR skills required
HR Technical
Cognitive
Critical thinking, problem solving,
creativity, innovation, strategic
and scenario planning, systems &
complexity thinking, project
management,
Social
Inter-personal skills, relationship
building, remote teaming,
engagement collaboration,
customer connection, conflict
management
Digital
Tech trends, digital savvy,
company eco-system, remote
work, tech & data concepts &
processes, data analytics &
visualisation, AI
Resilience
Self-awareness, self-mastery,
self-confidence, self-reliance,
growth mindset, adaptability,
focus, effectiveness, stress &
energy management, mental
wellbeing

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THANK YOU
Debbie Craig
People Strategist and Catalyst
Debbie Craig
Catalyst Consulting (Pty) Ltd
Phone +27 82 872 5429
Email debbie@catalystconsulting.co.za
Web www.catalystconsulting.co.za
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Debbie Craig / Catalyst Consulting South Africa
Catalyst Consulting Pty Ltd
CatalystSA
Proudly a B-BBEE Level 2 Contributor
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