Deloitte Consulting High Impact HR Operating Model. Point of View

Transcription

1 Deloitte Consulting High Impact HR Operating Model Point of View

2 10 human capital trends for 2015 % VERY I M P O R TAN T Culture & engagement % 60% Leadership % 57% Learning & development % 48% Reinventing HR % 60% Workforce capability % 38% Performance management % 49% HR & people analytics % 41% Simplifying work % 33% Machines as talent % 29% People data everywhere % 16% Importance index Global Mexico 2

3 Journey to Transform HR: We re not there yet 85% 42% Of global companies report: Impact of HR operations on organizational success is weak Of global companies believe: Must transform HR to meet new business priorities over the next 3 years 57% 28% want to transform HR now plan to transform HR in 1-3 years 3 Source: Bersin by Deloitte High Impact HR research

4 Creating Linkage: The Talent Strategy, shaped by Business Imperatives, guides the HR Operating Model. Workforce Data & Insights inform the Talent Strategy. Are we hiring and developing the right talent and future leaders? How engaged is our workforce and how can we improve? Are we complying with applicable laws and regulations? Workforce Data & Insights Business Imperatives Talent Strategy Which people imperatives are critical to business strategy? What are the most critical workforce segments and how do their needs differ? How will we enhance employee capability, productivity and engagement? HR Operating Model 4 What are the optimal roles, responsibilities, governance structure, and processes to deliver HR services? Which technologies will support delivery of HR and generate the insights our business needs? What HR capabilities are needed to deliver the Talent Strategy and ho will we develop them?

5 Time for High Impact HR: New priorities requires a shift in how HR operates Traditional Federated HR Model Deloitte Consulting High Impact HR Operating Model Many companies have implemented forms of the Ulrich model, shown here in one of the earliest views. It set an early foundation for the core roles within HR organizations. Deloitte s High Impact HR Operating Model provides a framework to drive high business performance through increased HR agility, flexibility, and coordination, and to drive empowerment from leaders through employees 5

6 Principles & Characteristics: Achieving the High Impact HR Operating Model Critical Principles to Achieve the High Impact HR Operating Model It s about the business Business imperatives must continuously guide how HR operates Nimble is key HR agility, flexibility, coordination, and workforce insights drive high business performance Beyond the organization Social networks, customers, and the external market play important roles Key Characteristics of the High Impact HR Operating Model Federated to Coordinated Silos replaced by governed coordination across internal and outsourced capability Generalist to Advisor Business HR roles are embedded in the business and empowered by data & insights Static to Fluid HR team members may work as part of multiple teams or support more than one business Center to Community CoEs are enterprise-wide communities with central and virtual / embedded resources Admin to Operational Operational Services deliver effective administration and functional specialty services Technology to Experience HR technology is intuitive and an integrated part of the HR customer experience 6

7 Key Interactions: Deloitte Consulting High Impact HR Operating Model 7

8 Detailed View: Deloitte Consulting High Impact HR Operating Model 8

9 This presentation contains general information only and is based on the experiences and research of Deloitte practitioners. Deloitte is not, by means of this presentation, rendering business, financial, investment, or other professional advice or services. This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained by any person who relies on this presentation. Member of Deloitte Touche Tohmatsu Limited