The document outlines a new High-Impact HR Operating Model that aims to position HR to play a more strategic role in driving business performance. The model moves HR away from just service delivery and toward advising business leaders, driving culture and talent strategies. It emphasizes coordination within HR and between HR and the business. Key components of the model include business HR resources embedded in business units, communities of expertise providing guidance, and operational services handling transactions. The roles and interactions between these components are designed to make HR more nimble and connected to business priorities and the external environment. Implementing this new model requires changes to HR roles, competencies, technology, and mindsets within both HR and the business.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
HR now plays an important role as a business partner that has significant impact on business performance. HR owns change management projects and introduces policies focused on increasing employee performance and satisfaction as well as designing a unique corporate culture. HR business partners work closely with senior leaders to develop an HR agenda that supports organizational aims, and the process of aligning HR with business goals is known as HR business partnering. Qualities of successful HR business partners include self-belief, belief in HR, confidence, relationship building skills, business knowledge, and communicating in business terms.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
The document discusses transforming HR functions to better align with business objectives. It describes moving HR from an administrative role to a strategic partner focused on talent management, workforce planning, and other areas that support business goals. The transformation involves setting up shared services for transactional work and centers of expertise for specialized functions. It also discusses implementing business partners, self-service technologies, standardized processes, and other elements to deliver efficient, effective HR support. The goal is for HR to operate as a true business function that helps meet commercial targets through people strategies and solutions.
This document provides an overview of a training program on Strategic Human Resource Management (SHRM) and Human Resource Business Partnering (HRBP). The program covers fundamental SHRM concepts, applying strategic principles to the HRM value chain, the strategic HRM process, HRM risk management, HRBP best practices, and transforming the HR function into strategic business partners. It includes learning activities such as discussing how organizations can improve their HRM functions and applying HR risk management processes. The goal is to help participants understand how to position HRM as strategic partners that deliver value to the business.
HR now plays an important role as a business partner that has significant impact on business performance. HR owns change management projects and introduces policies focused on increasing employee performance and satisfaction as well as designing a unique corporate culture. HR business partners work closely with senior leaders to develop an HR agenda that supports organizational aims, and the process of aligning HR with business goals is known as HR business partnering. Qualities of successful HR business partners include self-belief, belief in HR, confidence, relationship building skills, business knowledge, and communicating in business terms.
The document discusses key processes for effective talent management. It defines talent and talent management, and emphasizes identifying individuals who can significantly impact organizational performance. It also stresses the importance of attracting, developing, engaging, and retaining top talent. The document outlines six key talent management processes: defining talent, identifying talent, attracting and retaining talent internally and externally, managing talent, nurturing and developing talent, and evaluating talent programs.
The document discusses implementing an HR scorecard to measure HR's impact on business outcomes. It recommends establishing a change champion, communicating the reasons for the scorecard to key stakeholders, and monitoring progress. Sustaining the change requires integrating the scorecard into company initiatives. Getting employee buy-in is also crucial by connecting the scorecard to what motivates employees and using influencers to lead the change. Proper implementation and gaining employee support are keys to the scorecard's success and sustainability over time.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
The document discusses defining the value of HR and measuring its impact. It emphasizes understanding business strategy and defining an aligned HR strategy. It suggests using a balanced scorecard approach to measure HR's impact on key areas like customer experience, business impact/satisfaction, talent strategies, and financial metrics. This helps HR quantify its value and link people initiatives to business performance.
Hr Transformation Roadmap- Aligning with the Business Commercial AgendaChazey Partners
The document discusses transforming HR functions to better align with business objectives. It describes moving HR from an administrative role to a strategic partner focused on talent management, workforce planning, and other areas that support business goals. The transformation involves setting up shared services for transactional work and centers of expertise for specialized functions. It also discusses implementing business partners, self-service technologies, standardized processes, and other elements to deliver efficient, effective HR support. The goal is for HR to operate as a true business function that helps meet commercial targets through people strategies and solutions.
The document discusses transforming the role of the HR business partner in a shared services model. It outlines the traditional HR business partner role versus the transformed role in a shared services environment. The key steps in transforming the role are to assess the current competencies and skills of HR business partners, define the new competencies and skills needed for the transformed role, and develop training and development plans based on gaps identified in the assessment. The timing of transforming the role should be integrated with the implementation of the shared services model.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
This document summarizes and compares four models of human resource management (HRM):
1. The Fombrun, Tichy & Devanna model emphasizes the interrelatedness of HRM activities, organizational strategy and structure. It defines three levels of managerial work and argues HR systems should align with organizational strategy.
2. The Harvard model views employees as human resources with their own needs. It outlines four HR policy areas and their relationship to organizational commitment, congruence, competence and cost effectiveness.
3. Guest's model defines HRM in terms of six dimensions: strategy, practices, outcomes, and their relationship to behavior, performance and financial results. It positions HRM as strategic rather than traditional
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
The document discusses David Ulrich's HR model, which aims to make HR more strategic, process-oriented, and technologically advanced. The model defines four main HR roles: strategic partner, change agent, administrative expert, and employee champion. It is intended to redistribute HR functions into business partners, service centers, and centers of excellence. While the model brings benefits like increased strategy and efficiency, it also faces challenges to consider like cultural differences, transition difficulties, and ensuring accountability. Proper customization and change management are important for successful implementation.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
The document contains meeting notes from the IQPC 9th Annual Asian Shared Services & Outsourcing for HR Conference that took place in Kuala Lumpur, Malaysia from May 4-5, 2011. Key topics discussed included the objectives and benefits of implementing an HR shared services model, the different levels of centralization on the shared services continuum from centralized HR to outsourcing, and the foundations needed for a successful shared services model such as process reengineering and a common HRMS. Challenges in transforming to a shared services model like managing change and developing new skills were also covered.
This document outlines a roadmap for human resources (HR) to transform into strategic business partners. It begins with an overview of why HR needs to transform, focusing on key concerns around learning and development, reinvention of HR, culture and engagement, and leadership development. Next, it provides a framework for how HR should transform and deliver value, focusing on understanding the context, stakeholders, talent needs, and linking HR practices to business outcomes. It then discusses best practices in talent analytics and understanding business elements from HR's perspective. Finally, it concludes with a roadmap for implementing the HR business partner model that includes strengthening partnering between HR and the business.
This document discusses how HR can contribute to and align with business strategy in three main ways:
1. HR can operationalize business strategy by implementing the people-related aspects of strategic plans.
2. HR can provide its own "people thrust" that is either connected to or disconnected from organizational aims through HR best practices.
3. HR can be an integral part of business strategy formulation by having two-way influence between business and HR strategies through mutual involvement in planning.
The level of integration between business and HR strategies depends on factors like the planning process, HR's involvement in decision-making, and the extent HR is aligned with business objectives. Measuring HR and people management performance is important to
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Talent management involves identifying, developing, and retaining key employees with the necessary skills and abilities to achieve organizational goals. It includes integrating systems for recruiting, performance management, developing employee potential, and retaining skilled workers. An effective talent management model links an organization's values and expectations to its talent strategy and human resources systems. This ensures selection, development, and promotion criteria are aligned with the desired culture and business excellence. Competency models are also important for defining and assessing the knowledge, skills, and behaviors needed for successful job performance.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
The document discusses transforming the role of the HR business partner in a shared services model. It outlines the traditional HR business partner role versus the transformed role in a shared services environment. The key steps in transforming the role are to assess the current competencies and skills of HR business partners, define the new competencies and skills needed for the transformed role, and develop training and development plans based on gaps identified in the assessment. The timing of transforming the role should be integrated with the implementation of the shared services model.
A presentation describing HR Business Partnering in terms of its principles, methods and metrics, using Management Consultancy as a benchmark to identify their approaches to adopt within an internal HR team.
This document summarizes and compares four models of human resource management (HRM):
1. The Fombrun, Tichy & Devanna model emphasizes the interrelatedness of HRM activities, organizational strategy and structure. It defines three levels of managerial work and argues HR systems should align with organizational strategy.
2. The Harvard model views employees as human resources with their own needs. It outlines four HR policy areas and their relationship to organizational commitment, congruence, competence and cost effectiveness.
3. Guest's model defines HRM in terms of six dimensions: strategy, practices, outcomes, and their relationship to behavior, performance and financial results. It positions HRM as strategic rather than traditional
The HR scorecard is a management tool that measures HR efficiency and contribution to business strategy implementation. It aligns business strategy with HR objectives and delivers using financial, customer, and internal perspectives. Developing an HR scorecard involves clarifying business strategy, identifying HR deliverables, aligning HR architecture like functions and systems, and designing strategic measurement including an HR scorecard and metrics.
HR Strategy - How to develop and deploy your hrm strategy - a manual for HR ...Anne Van de Catsye
Is your organization in need of a long term strategy for managing HR? Does your CEO challenge you to come up with HR plans that are aligned with the business plans? Do you have a strong strategic HR plan in your head but little time and no standard templates to turn this plan into a formal HR Strategy Document?
Having a clearly defined Strategic HR Plan helps you to become a strategic HR Business Partner, and will increase your credibility with Senior Management.
It will also help you to follow up on defined HR actions and report on progress in a highly professional way.
This manual explains in detail the 4 major steps to execute when defining and implementing your own HRM Strategy. You can use this manual as a guide during your projects, or as a development tool for your team.
Content within this Guide:
1. The Theory : Introducing the Concept & ModelWhat is Strategic HRM?
2. The Practice : A roadmap for creating your HRM StrategyHow to develop your HRM Strategy?
3. The Experience : Sharing experiencesHow to be successful?
The HR Business Partner is the most critical role in the modern HR Model. The HRBP is the employee, who acts as the single point of the contact for internal clients. However, the HRPB is not a pure sales person. The HRBP influences the work of Human Resources, participates in setting HR Goals and Objectives, leads difficult projects and collaborates with HR Centers of Excellence.
The role is critical, but many companies fail in choosing right employees for the position. The HR Business Partner has to be highly skilled and has to understand to all HR processes to sell them the right way.
The document discusses David Ulrich's HR model, which aims to make HR more strategic, process-oriented, and technologically advanced. The model defines four main HR roles: strategic partner, change agent, administrative expert, and employee champion. It is intended to redistribute HR functions into business partners, service centers, and centers of excellence. While the model brings benefits like increased strategy and efficiency, it also faces challenges to consider like cultural differences, transition difficulties, and ensuring accountability. Proper customization and change management are important for successful implementation.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
The document contains meeting notes from the IQPC 9th Annual Asian Shared Services & Outsourcing for HR Conference that took place in Kuala Lumpur, Malaysia from May 4-5, 2011. Key topics discussed included the objectives and benefits of implementing an HR shared services model, the different levels of centralization on the shared services continuum from centralized HR to outsourcing, and the foundations needed for a successful shared services model such as process reengineering and a common HRMS. Challenges in transforming to a shared services model like managing change and developing new skills were also covered.
This document outlines a roadmap for human resources (HR) to transform into strategic business partners. It begins with an overview of why HR needs to transform, focusing on key concerns around learning and development, reinvention of HR, culture and engagement, and leadership development. Next, it provides a framework for how HR should transform and deliver value, focusing on understanding the context, stakeholders, talent needs, and linking HR practices to business outcomes. It then discusses best practices in talent analytics and understanding business elements from HR's perspective. Finally, it concludes with a roadmap for implementing the HR business partner model that includes strengthening partnering between HR and the business.
This document discusses how HR can contribute to and align with business strategy in three main ways:
1. HR can operationalize business strategy by implementing the people-related aspects of strategic plans.
2. HR can provide its own "people thrust" that is either connected to or disconnected from organizational aims through HR best practices.
3. HR can be an integral part of business strategy formulation by having two-way influence between business and HR strategies through mutual involvement in planning.
The level of integration between business and HR strategies depends on factors like the planning process, HR's involvement in decision-making, and the extent HR is aligned with business objectives. Measuring HR and people management performance is important to
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
Talent management is about identifying, attracting, developing, motivating and retaining key employees across an organization. It aims to develop leaders from within through competency-based human resource management practices like performance management, identifying high potentials, leadership development programs, mentoring and coaching, and succession planning. An effective talent retention strategy focuses on keeping existing employees through low-cost actions like effective communication, recognition, work-life balance, and utilizing exit interviews to understand reasons for turnover.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Talent management involves identifying, developing, and retaining key employees with the necessary skills and abilities to achieve organizational goals. It includes integrating systems for recruiting, performance management, developing employee potential, and retaining skilled workers. An effective talent management model links an organization's values and expectations to its talent strategy and human resources systems. This ensures selection, development, and promotion criteria are aligned with the desired culture and business excellence. Competency models are also important for defining and assessing the knowledge, skills, and behaviors needed for successful job performance.
Talent management is about identifying, attracting, integrating, developing, motivating and retaining key people across an organization, not just senior leadership. It involves activities like performance management, succession planning, development planning, and recruiting. For organizations to be successful, their talent strategy must be aligned with and help deliver the business strategy. This ensures the organization has the right people capabilities. The key is to align talent management with company strategy, define consistent leadership criteria, and identify needed competencies to support continued growth.
Human resource planning is a process to ensure an organization has the right number and type of people at the right time. It involves forecasting future human resource needs, analyzing current supply, and implementing programs to address imbalances. Key aspects of HRP include forecasting demand and supply, balancing the two through programming, implementing plans, and controlling and evaluating outcomes. The goal is to maximize returns on human resource investments and ensure strategic objectives are met.
Human resource management deals with managing an organization's employees or human resources. The objectives of HRM are to improve employee morale and performance to accomplish organizational goals, recognize individual needs through adequate compensation and benefits, and develop a quality work environment. HRM is important for attracting and retaining talent, developing employee skills, motivating workers, utilizing resources effectively, and maintaining good employee relations. Some of the key challenges faced by HR managers include a changing workforce, globalization, quality improvement demands, and adapting to changing employee expectations.
The document discusses how HR is entering a new decade where it will take center stage. Several facts are presented that show the significant impact HR has on key business metrics like talent retention, market valuation, costs, and performance. As perceptions of HR's strategic value change, the structure of HR departments is evolving with centers of excellence, shared services, and embedded business partners. The most strategic role is that of the HR business partner who works directly with business units to execute organizational strategy through talent practices and workforce optimization.
The document discusses how the 2010s will be known as the "Decade of HR" as irrefutable business facts and evidence show that HR practices make a significant impact on organizational performance. It highlights how people are the primary drivers of business results and the strategic role of HR Business Partners in improving the workforce to help business units execute strategy. To fully capitalize on this opportunity, HR needs to focus on developing HRBP skills, driving business outcomes with data, and shaping cultures and workplaces that enable organizations to adapt and succeed.
The workforce and HR play a major role in a company’s digital transformation. Learn about new trends and strategies to jump start and fuel your journey.
The document discusses how tremendous forces are reshaping the future of work and the HR function. Changing employee expectations, new technologies, increased globalization, and the need for agility are transforming how people work and the relationship with work. This will require a different type of HR organization to support the new world of work. Accenture conducted research on the future of HR to identify trends reshaping HR and how it can adapt to create value for businesses. Key trends include digital disruption of HR, managing a global and flexible talent landscape, tapping skills anywhere at any time, customizing to each employee, leveraging extended workforces, and using data science to improve performance. HR will need to change its mission, responsibilities, skills, roles
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
The document discusses evidence-based HR, which is defined as using data and research to support people-related decision making in organizations. It finds that evidence-based HR is still in an early pioneering stage, with major companies only collecting useful datasets for analysis in the past 2-3 years. While executives are increasingly committed to using big data and analytics, the HR function faces perceptions that it lacks credibility in demonstrating connections between HR initiatives and business outcomes. Academics also believe companies overlook much relevant academic research on HR issues. Overall, evidence-based HR faces obstacles but its use is expected to grow as companies recognize benefits like McDonald's did in boosting sales with older frontline employees. HR must adapt to the changing landscape by gaining needed
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
This document discusses how organizations can optimize their talent through talent optimization. It presents a model for talent optimization that includes achieving maturity in human capital management (HCM) change management, processes, and technology. The model is based on a survey that found these three elements are independently associated with more strategic HCM and better organizational performance. However, the survey also found that most organizations have not fully developed all three elements. It concludes that organizations that can achieve maturity across change management, processes, and technology will gain a competitive advantage through optimizing talent.
Why the HR Service Center is Critical to Digital TransformationCAROL MALIA
The document discusses how HR can play a key role in digital business transformation by embracing the right service delivery model and technology. It argues that HR needs to standardize processes through a shared services model to free up resources for more strategic work. It also stresses the importance of employee self-service tools that are intuitive and mobile-friendly. The document provides recommendations for how HR can utilize workflow automation, social collaboration tools, security, and data privacy to better support the needs of a digital workplace.
The document discusses the HR business partner model proposed by David Ulrich in 1997. The model redefined the roles of HR professionals to focus on strategic planning and adding business value by supporting organizational goals, recruiting and developing employees, rather than administrative tasks. An HR business partner works closely with senior leadership and the board to ensure HR policies support business objectives. The model requires strong communication skills from HR professionals to advocate for people-focused policies and decisions.
Realizado junto de mais de 7.000 líderes empresariais e de Recursos Humanos (RH) e em 130 países, o estudo Global Human Capital Trends 2016 da Deloitte é um dos maiores trabalhos de pesquisa realizado sobre os desafios da força de trabalho, da liderança e dos RH.
After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, 92% of executives surveyed see a need to redesign the organization itself. The "new organization" is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders. Organizational design has risen to the top priority among executives as companies strive to become more agile and customer-focused by shifting from traditional functional structures to interconnected, flexible teams organized in a "network of teams" model.
After three years of struggling to drive employee engagement and retention, improve leadership, and build a meaningful culture, 92% of executives surveyed see a need to redesign the organization itself. The "new organization" is built around highly empowered teams, driven by a new model of management, and led by a breed of younger, more globally diverse leaders. Organizational design has risen to the top priority among executives as companies strive to become more agile and customer-focused by shifting from traditional functional structures to interconnected, flexible teams organized in a "network of teams" model.
Global HR transformation strategies must focus on developing capabilities that enable business strategies by supporting growth, globalization, talent management, and managing risks and costs. HR functions should establish capabilities that are business-driven, scalable, repeatable, and standardized to effectively support companies as they navigate changing market forces and pursue growth opportunities. Looking ahead, HR must adapt by delivering more than just efficient operations - it must develop forward-thinking capabilities that allow businesses to leverage HR's strengths in their strategic planning.
This document is a collection of thought pieces about changing HR operating models. It discusses the evolution of HR operating models from an operational focus to a strategic focus. While the Ulrich model of shared services, centers of expertise, and business partners has dominated, the pieces argue the future model needs to focus more on effectiveness and adding business value. There is no one-size-fits-all model; the optimal structure depends on business strategy and needs. Moving forward, HR functions must design themselves based on organizational needs and ensure they have the right capabilities.
The document discusses how LHH helps companies realize the potential of their existing workforces. It describes how LHH provides services like assessments, coaching, reskilling and internal mobility programs to help companies identify skills within their current employees, develop talent, and fill positions from within. This allows companies to increase productivity and engagement while reducing costs associated with replacing employees. LHH works with large multinational companies and has experience transforming entire workforces and developing leaders.
This document summarizes an event recognizing HR innovation in India. It provides details of the Mint Media Marketing Initiative HR 4.0 conference, which awarded several Indian companies and HR leaders for innovations in HR. Key highlights include discussions on building intelligent organizations through digital transformation and talent management, and how HR must innovate and adapt to remain relevant in a changing business environment. The document lists award categories, winners, and quotes from speakers on the challenges and opportunities for HR innovation.
7. 6
What it takes
Lessons from the field on delivering High-Impact HR
No matter an enterprise’s current-state maturity or progress on
the journey to transform HR, High-Impact HR is the next stop. If
most of the work lies ahead, the model presents an opportunity
to skip beyond traditional models. Organizations that have begun
to adopt characteristics of the High-Impact HR Operating Model
provide helpful lessons:
• Delivering High-Impact HR takes a deep understanding of
business imperatives. HR professionals have to understand
local business priorities and become lifetime learners—their
knowledge must continue to evolve so they possess the most
up-to-date awareness of external customers and the markets in
which they operate.
• Competencies within HR have to evolve too. Adaptability, agility,
and analytical acumen are at the top of the list. Assessing
HR professionals’ readiness for new roles, and implementing
tailored development programs, can help developing these
competencies. Our research shows that HR should also invest in
external intelligence-gathering, research, vendor analysis, and
the development of new tools and methods.
• The roles, responsibilities, and interactions supported by
technology are now critical to success. HR teams should
understand self-service and HR analytics technology, teach
the business how to use it, and make it simple and efficient to
operate.
• HR and business leaders need a new mindset that empowers
the HR team to function as consultants, advisors, and change
agents. Remember, we are going beyond “HR’s seat at
the table”—High-Impact HR means the HR organization is
embedded within the business, advising and innovating along
with business leaders. Some companies call this the “copilot”
model – HR leaders now directly involved in day-to-day business
operations and strategy-making.
• Implemented effectively, HR technology delivers powerful
knowledge for employees, managers, leaders, and HR. While
there are a lot of “shiny toys” available in the marketplace,
in High-Impact HR, the organization selects and implements
technology that provides easy to use data and information
tools to line managers and employees. This not only improves
business decision-making, but frees up HR teams to better
advise, consult, and innovate with their client stakeholders.
• Getting to High-Impact HR is an important transition. The
journey involves changing roles, increasing skills and capabilities,
and redesigning the function to be “built for business purpose”
as opposed to being “optimized to serve.”
How do we know we made it?
Making it real
The Human Resources function has been on an evolutionary
journey for many years. Our book, Global HR Transformation: The
Journey Continues, recognized the journey as ongoing. As a top
HR executive recently observed, “If we’re not consistently evolving
and transforming, we’ve forgotten HR’s purpose”.
Change is a constant, but the nature, speed, and direction of
change are subject to change themselves. These constant shifts
require a more nimble, flexible, coordinated, fluid, and business-
embedded HR than ever before.
We will know we have made it to High-Impact HR when…
… CHROs are regulars on analyst calls, describing linkage of
people programs to business results
… Talent strategies and decisions are underpinned by analytical
insights
… HR leaders engage with business customers and shape
strategies with the knowledge gained
… Business HR professionals also identify as members of a HR
Community of Expertise
… Roles in HR Operational Services provide a clear and progressive
HR career path
The High-Impact HR Operating Model provides a next point
along the journey to advance HR’s measurable contribution
to actual business performance in a practical way. And the HR
Transformation journey continues…
8. 7
Moments that matter for HR customers
A large, global financial services company recognized
the power of interactions with its external customers
and examined the interactions with HR customers. They
discovered a defined set of “moments that matter” for
the HR customer across the employee life cycle. With
an acute focus on improving the value HR delivered, the
organization was able to accurately target improvements in
areas that would deliver true value at those “moments."
Creating community
A top global company recently redesigned its HR operating
model and adopted the “Communities of Expertise” team.
Explaining the decision, the head of Global HR Operations
said, “The needs of our people are too complex for any
one person or center to solve. It takes a community and
that means blurring the lines between our traditional
departmental silos.”
High-Impact HR Operating Model insights
External Business Customers and their needs should influence
the talent an organization hires and the top areas of focus
in employee and leader development. The business achieves
significant value when HR truly understands the priorities of
external customers and translates these into talent strategies
and programs. Traditionally, HR has relied mostly upon business
leaders to provide insights to external customer needs. However,
HR executives are finding that participating in customer meetings,
sales pursuits, and challenging customer situations brings positive
value to both the business and its customers. As a result, unlike
traditional HR delivery models, High-Impact recognizes the
importance of external business customers within the model so
as to properly consider the right HR interactions and engagement
with external customers.
External networks and the employment brand are critical to
High-Impact HR. Social networks play an important role in defining
an enterprise’s reputation, greatly helping – or hindering – talent
acquisition and retention. HR must serve as the steward of the
employment brand, taking active steps to promote the brand
and manage its presence across the many networks that extend
outside organizational boundaries.
HR Customers include a wide variety of roles – both internal
and external to the organization – and are placed at the center
of the model where they should be as the focal point for delivery
of HR capabilities. They are the primary recipient of HR’s services.
Understanding the needs across each segment of HR customers
allows for consideration of ways to flex the customer experience to
fit varied needs and deliver at the moments that matter within the
HR customer life cycle.
Business HR is closest to the business leaders and people
managers. High-Impact HR relies heavily on rethinking the role of
HR at the business. Organizations that have transformed HR by
centralizing capabilities within centers of excellence and shared
services often expected that by removing many activities from the
“HR generalists” then those field-based HR roles would naturally
become strategic. In many cases, these roles have been branded
as “HR Business Partners,” yet have not been able to truly progress
to such a level of impact. Business HR in High-Impact partners
primarily with business leaders and people managers, who play
an important role in HR delivery by driving engagement, talent
management, and organizational change.
In many organizations, business HR roles have yet to reach their
full potential. Many “HR transformations” have focused on
implementing technology and building operational capabilities via
shared services or outsourced delivery, but they have not yet fully
developed the Business HR role or individual capabilities necessary
to deliver the impact the business needs.
In the High-Impact HR Operating Model, Business HR roles are
embedded in the business, yet highly coordinated within the
business and across other HR roles. They work closely with top
business leaders and managers, providing coaching and driving
strategic talent priorities, employee engagement, organizational
effectiveness, and change management. And, they partner with
colleagues in the Communities of Expertise to design and deliver
HR programs that leverage the scale of the enterprise yet adapt to
directly address business needs.
Communities of Expertise (CoE) drive leading practices and
processes by applying deep HR functional domain knowledge, a
strong understanding of business imperatives, and market trends
to deliver thought leadership. The move from Centers of Excellence
to Communities of Expertise (CoE) drives leading practices and
processes by applying deep HR functional domain knowledge, a
strong understanding of business imperatives, and market trends
to deliver thought leadership. The move from Centers of Excellence
to Communities of Expertise addresses a specific challenge: In
earlier models, centers have tended to operate in “ivory towers,”
pushing down policies and programs to the business. They have
not necessarily focused on addressing or adapting to business
needs and differences driven by external customers and local
market demands. As a result, in some cases, very traditional
“corporate HR” teams were simply rebranded as Centers of
Expertise without necessarily achieving a change in role, behaviors,
or outcomes to deliver to the business as a customer.
“Community” as a new term was thoughtfully chosen as it means
people inside and outside HR need to collaborate beyond the
formal CoE structure. That way, they can design and develop
programs that balance global consistency with business and
geographic relevance. Organizations are recognizing the power
of integration across HR program and process areas. Grouping
CoEs into three major areas, as shown in Figure 5, can promote
collaboration and break down silos between functions that often
inhibit an organization’s ability to achieve greater impact through
its people programs.
10. 9
Vendors serve as extensions of CoEs and/or HR Operational
Services. They deliver capabilities ranging from the strategic to
the administrative in a more efficient and cost effective way.
Vendor management, an often under-developed skill within HR,
has become a critical factor in successfully delivering HR services.
To identify the appropriate sourcing mix and manage vendors to
achieve the desired balance of quality and efficiency, Communities
of Expertise collaborate with HR Operational Services, influenced
by feedback from Business HR where vendor services touch HR
customers.
Workforce data and insights are fundamental to High-Impact
HR. Organizations at the highest level of talent analytics maturity
generated 30% greater stock returns than average, 2x more likely
to improve their leadership pipelines, 2x greater talent mobility,
and are twice as effective at recruiting.5
HR technology has
moved beyond simply automating transactions. Now, it generates
meaningful data that can help business and HR leaders shape
decisions with the help of information about the organization’s
talent. Just as important, the latest HR technologies are easier
to use, which empowers the non-tech-savvy with more readily
accessible data.
Of course, generating meaningful analytics for use by business
leaders, managers, and HR requires knowledge, skills, and
experience to understand how to unlock the value data brings –
and the available time to draw insights, make recommendations
for action, and review with senior business leaders.
Executive leadership, comprised jointly of the HR leadership
team and senior business leaders, sets the tone from the top and
is positioned as an umbrella over the High-Impact HR Operating
Model. Leaders see to it that HR and talent strategies align
with business imperatives and enterprise culture. Leadership
is accountable for guiding and governing the entirety of the
operating model using practical approaches that use business
priorities and operating metrics to continuously influence
adjustments to the way HR operates to meet business needs.
Key enablers surround the model, providing the integration
needed to achieve High-Impact HR:
Governance fosters accountabilities, priorities and plays a
prominent role in orchestrating the complexity and effectiveness
of the operating model over the long term. Effective governance
is critical as the model demands a higher level of collaboration
and flexibility. A governance approach that includes a formal HR
Program Management Office helps achieve collaboration and
coordination through well-structured strategy and planning, HR
calendars and roadmaps, initiative prioritization, meeting cadence,
and reporting.
Policies and processes provide the guidelines and ways of
working, enabling effective alignment of accountabilities and
responsibilities to deliver programs and services:
5 High Impact Talent Analytics: Building a World Class HR Measurement and
Analytics Function. Bersin by Deloitte 2013.
Enabling HR technology automates processes, enhances the
HR online and mobile experience, and allows direct access to
information, data, social networks, and HR transactions while
providing the capability to generate workforce data and insights.
Technology savvy HR customers demand HR tools with consumer-
like experiences, so delivering them has become critically
important.
Metrics provide tangible ways to assess the effectiveness and
business impact of HR programs, processes, and the delivery
model. Metrics include service levels and key performance
indicators that contribute to overall continuous improvement of
the HR function.
11. 10
Authors
Arthur H. Mazor
HR Transformation Strategy Leader
Deloitte Consulting LLP
amazor@deloitte.com
Aaron Alburey
Financial Services HR Lead UK
Deloitte MCS Limited
aalburey@deloitte.co.uk
Erica Volini
US HR Transformation Leader
Deloitte Consulting LLP
evolini@deloitte.com
Mark Bowden
HR Advisory Director
Deloitte MCS Limited
mbowden@deloitte.co.uk
Michael Stephan
Global HR Transformation Leader
Deloitte Consulting LLP
mstephan@deloitte.com
Lead contributors
The authors would like to thank the following individuals for their contributions to this report: Josh Bersin, Andrew Hill, Gary Johnsen,
Bart Moen, Ian Winstrom Otten, Jeff Schwartz, Gregory Vert, Tracy Wang, Declan Watson, Sofia Whelan, and Michael Zeoli
12. 11
Global
Brett Walsh
Global Human Capital Leader
Deloitte Touche Tohmatsu Limited
bcwalsh@deloitte.co.uk
David Foley
Global Actuarial, Rewards & Analytics
Leader
Deloitte Consulting LLP
dfoley@deloitte.com
Dimple Agarwal
Global Organization Transformation &
Talent Leader
Deloitte MCS Limited
dagarwal@deloitte.co.uk
Jeff Schwartz
Global Human Capital Leader,
Marketing, Eminence, and Brand
Deloitte Consulting India Pvt Ltd
jeffschwartz@deloitte.com
Michael Stephan
Global HR Transformation Leader
Deloitte Consulting LLP
mstephan@deloitte.com
Americas
Americas & Chile
Jaime Valenzuela
Deloitte Audit y Consult.
jvalenzuela@deloitte.com
United States
Jason Geller
Deloitte Consulting LLP
jgeller@deloitte.com
Canada
Heather Stockton
Deloitte Canada
hstockton@deloitte.ca
Mexico
Jorge Castilla
Deloitte Consulting Mexico
jocastilla@deloittemx.com
Uruguay, LATCO
Veronica Melian
Deloitte SC
vmelian@deloitte.com
Argentina
Claudio Fiorillo
Deloitte & Co. S.A.
cfiorillo@deloitte.com
Global Human Capital Leadership
Brazil
Henri Vahdat
Deloitte Consultores
hvahdat@deloitte.com
Colombia
Alan Mills
Deloitte Ases. y Consulto
alamills@deloitte.com
Costa Rica
Federico Chavarría
Deloitte & Touche S.A.
fechavarria@deloitte.com
Ecuador
Roberto Estrada
Andeanecuador Consultores
restrada@deloitte.com
Panama
Domingo Latorraca
Deloitte Consultores
dlatorraca@deloitte.com
Peru
Johnnie Jose Tirado
Deloitte & Touche SRL
jotirado@deloitte.com
Venezuela
Maira Freites
Lara Marambio & Asociados
mfreites@deloitte.com
Asia Pacific
Asia Pacific & China
Jungle Wong
Deloitte Consulting (Shanghai) Co. Ltd,
Beijing Branch
junglewong@deloitte.com.cn
Australia
David Brown
Deloitte Touche Tohmatsu
davidbrown@deloitte.com.au
India
P. Thiruvengadam
Deloitte India
pthiruvengadam@deloitte.com
Japan
Akio Tsuchida
Deloitte Tohmatsu Consulting Co., Ltd
akitsuchida@tohmatsu.co.jp
Korea
Kihoon (Alex) Jo
Deloitte Consulting
kijo@deloitte.com
New Zealand
Hamish Wilson
Deloitte
hawilson@deloitte.co.nz
Southeast Asia
Nicky Wakefield
Deloitte Consulting Pte Ltd
nwakefield@deloitte.com
Europe, Middle East, and Africa
EMEA & the Netherlands
Ardie van Berkel
Deloitte Consulting BV
avanberkel@deloitte.nl
United Kingdom
United Kingdom
Feargus Mitchell
DTRAB Ltd
fmitchell@deloitte.co.uk
Anne-Marie Malley
Deloitte MCS Limited
amalley@deloitte.co.uk
Africa
Werner Nieuwoudt
Deloitte Consulting Pty
wnieuwoudt@deloitte.co.za
Austria
Christian Havranek
Deloitte Austria
chavranek@deloitte.at
Belgium
Yves Van Durme
Deloitte Consulting
yvandurme@deloitte.com
Central Europe
Evzen Kordenko
Deloitte Advisory s.r.o.
ekordenko@deloittece.com
CIS
Christopher Armitage
CJSC Deloitte & Touche CIS
carmitage@deloitte.ru
Cyprus
George Pantelides
Deloitte Ltd
gpantelides@deloitte.com
Denmark
Anja Ellegaard Dahl
Deloitte Denmark
adahl@deloitte.dk