Human Capital Management

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1 Human Capital Management HR on Steroids for the Next Decade Paul L. Belliveau, SPHR, HRIP, MBA

2 Paul L. Belliveau, SPHR, HRIP, MBA - Human Resources & Human Capital Management & Global Workforce Technology Evangelist AVANCÉ Human Capital Management Advisors 35+ years in Human Resources/Human Capital Management & enabling solutions Large information technology service firm HRMS/Workforce Management software vendor Big 4 Management consultancy Niche-market & boutique management consultancies Direct HR Management practitioner w/ industry employers Faculty, Southern NH University Graduate Programs Experience in most major industries and verticals MBA, Human Resources focus, Rivier University BS, Business Management, Boston University Leadership in SHRM & IHRIM SHRM Special Expertise Panels SHRM HR Standards Taskforce IHRIM Board of Directors & Advisors Slide 2

3 Contents Business Drivers Impacting Human Capital Management Trends in Human Resources / Human Capital Management Leading Practices Slide 3

4 Introduction HR has morphed from Manager and employee relations service providers Back office HR transaction processors to a refocused business partner that Care-givers to the organization Addresses key strategic HR needs Aligns HR initiatives with business objectives Focuses on value of humans within the org In next decade HR will transform even further from being HR business partners to becoming an integral part of business To complete this transformation, HR will require: Optimized global HR processes Robust enabling solutions & transformed service delivery Metrics & analytics to measure outcomes & success Worker and management decision-making tools Slide 4

5 Business Drivers Understanding Key Business Drivers and Strategies HR must put itself in the shoes of the business to fully understand factors that drive the business Linking HR Strategy to the Business Strategy HR must know where the organization is going, and the strategic business plans that will pave the way to getting there Enhanced Role of the Organization s HR Function HR must build relationships throughout the business chain that is strong, actively engaged, and at the strategic level Effective Realization of HCM Programs/Initiatives HR must get buy-in by linking HR programs to business outcomes, measure progress towards solving business issues, and provide business justification for its initiatives Slide 5

6 Business Drivers Effective Management of Organizational Culture HR should facilitate a gap analysis between the current state and the desired culture, and develop change networks to socialize desired culture enterprise-wide. 6 7 Adoption Of Optimized Business Processes Leading organizations embed change management to ensure implementation success, stakeholder engagement, operational readiness and quicker end-user adoption Data-driven Decision-Making Leveraging HR Metrics HR must provide relevant HR/HCM metrics, benchmarks and analytics to gauge current state and enable for better business decisions, and help predict future performance and trends. Slide 6

7 Trends in HR/Human Capital Management Economic Environment Employers are still holding back on direct hiring, optimizing business processes, and accelerating their use of HR technology but not for long Demographics & Society Many countries facing a shrinking workforce based on aging population, insufficient number of replacements, and lack of feeder groups among follow-on generations with required skills Global Mobile Workforce Global mobility and changing talent demands require workforce flexibility, such as: contingent workforces, flexible work environments, and virtual workplaces where talent can be found HCM Technology as Enabler HRMS/HCM/Workforce Management solutions range from core transactions to high-value strategic tools to enable optimized processes for both HR and the business, and effective decision-making tools for users Slide 7

8 Trends in HR/Human Capital Management Workforce Planning Developing studied and solid workforce plans are necessary to secure the right talent, with the right competencies, in place at the right time, doing the right things, at the right cost 6 7 Strategic & Integrated Talent Management Integration of recruiting for replenishment and strategic growth, use of performance data for learning and rewards, and development for succession and career pathing, etc. Global HR Processes Drivers for consolidating to a common set of HR processes are: the need for consistency while reducing administrative costs, aligning HR systems, and enforcing regulatory compliance. Slide 8

9 Leading Practice Considerations in HR/HCM Address Strategic HR Capabilities Leverage competitive HR competencies, optimize service delivery, and enable technology to achieve functional & operational success Enhance Workforce Effectiveness Establish and implement proven action plans for dealing with new or projected workforce goal and strategy challenges that impact overall business strategy Optimize & Streamline Global HR Processes Think Local first - understand needs for each local entity, and determine local change impacts before defining the common global templates to weave in to the implementation Standardize Global HR Processes Develop common global standards for processes and solutions, establish governance leveraging global templates, overlay localization for non-standard needs for each country leverage SHRM s HR Standards Slide 9

10 Leading Practice Considerations in HR/HCM Use of Workforce Analytics to Manage Human Capital Leverage metrics to measure and manage organization s workforce is a major consideration for business case development, project justification and confident business decision-making 6 7 Integrated Talent Management By combining workforce planning, and the internal build with the external buy and rent functions, managers can strategically leverage and manage total workforce to meet forecasted needs HR/HCM Services in a Shared Services, Service as a Subscription, and/or Software as a Service Model Leverage integrated standardized processes, scalable delivery model, reduced infrastructure, enhanced support without added IT staff, rapid deployment, and automated updates/upgrades Slide 10

11 Questions Slide 11

12 Thank You For inquiries or further information, please contact me at: Paul L. Belliveau, SPHR, HRIP, MBA Managing Director/Global HCM Advisor Faculty Member AVANCÉ - Human Capital Management Advisors Primary (USA): LinkedIn: - Open for opportunities, engagements and projects

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