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Your hr transformation Journey

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Your hr transformation Journey

  1. 1. Your HR Transformation Journey Tahir Ditta
  2. 2. Your HR Transformation Journey
  3. 3. Agenda 1 Identify 2 Change is Dynamic 3 Business Strategies 4 HR Leads 5 Transformation 6 Tactical v Strategy 7 The Difference 8 Q & A 3
  4. 4. Identify Where are you on your HR Transformational journey? Completed the Journey • Realisation Assessment In-process of deployment • Manage through change • Assess Status & Risk Haven’t started yet • Inventory Data & Process • Need Business Case • The end state vision 4
  5. 5. 7 Trends Driving Transformation Change is Dynamic Complex Regulatory Environments • Financial • Environment • Consumer • Government • Monitoring Bodies Growth from within • Smaller operations • Low-cost • Opportunities for growth • Customers seeking products and services at value Growth from Mergers & Acquisition • Varying size and type of organisations • Different processes • HR Assessment Hardship leaving little fat • Economic • Weaker environment • Staff reductions • Transform business operations through process • Re-engineer and leverage existing capabilities • Across more markets 5
  6. 6. 7 Trends Driving Transformation Change is Dynamic Simple work is automated or outsourced • Required talent is driven by complexity of work that employees handle. • Investments in ERP, MRP & CRM systems left employees with the remaining complex work. • Employees design and mange self service portals and inventory management systems Realign Internal Teams • Nimbler processes • Management needs better and consistent information • Customers demand simpler and standard processes • Ditto supply chain • Consistent processes • Improve allocation of capital . Pace of Business • Launching multiple products • Drive revenue objectives • React quickly to competitive products and marketing • Maintain close relationships with customers • Customers environments also changing quickly • Encourages investment in talent strategies 6
  7. 7. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 7
  8. 8. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 8
  9. 9. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 9
  10. 10. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 10
  11. 11. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 11
  12. 12. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 12
  13. 13. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 13
  14. 14. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 14
  15. 15. What is a HR Transformation? Achieve Business Objectives instead of HR Objectives. Reconfigure From cost effective service to deliver business through processes. • Expose HR to the true business of a company. • Assign accountability to HR to achieve business goals • Redefine the metrics of success • Reconfigure HR process and technology to contribute to strategy Accountability Forces both business and HR to collaborate. 15
  16. 16. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 16
  17. 17. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 17
  18. 18. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 18
  19. 19. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 19
  20. 20. The Difference Made Human Resource Organisations Before and After Business Focused HR • Active in business issues and development opportunities. • Developing talent management strategies that drive business success • Analytic , insightful and relationship focused; strong knowledge of business • Benchmark efficiency, with a focus on operations with strategic value. Dimension BUSINESS ENGAGEMENT STRATEGY TALENT OPERATIONS Administratively focused HR • At process touch points or for exceptions • Managing cost , efficiency of HR team, executive leadership’s special projects. • Compliance, process efficiency, and HR requirements • Managing multiple systems and processes to HR timeliness. 20
  21. 21. Identify Where are you on your HR Transformational journey? Completed the Journey • Realisation Assessment In-process of deployment • Manage through change • Assess Status & Risk Haven’t started yet • Inventory Data & Process • Need Business Case • The end state vision 21
  22. 22. Identify Our passion is making complex things simple. Is Your HR Journey truly Transformational? 22
  23. 23. Making complex things simple Q&A Tahir Ditta

Hinweis der Redaktion

  • Wrong city
    Right place
  • I have been working with HR & Comms Depts of varying sizes
    Understand and benefit
  • What is in the story?
    Wiifm?
    Step back
  • Room
    Ask yourself
  • Growth x2 external x2
  • Do more with less How we work systems/outsourcing
  • 3 parts people are key process is secondary interestingly cost
  • 3 parts people are key process is secondary interestingly cost
  • 3 parts people are key process is secondary interestingly cost
  • 3 parts people are key process is secondary interestingly cost
  • What is HR Role?
  • What is HR Role?
  • What is HR Role?
  • What is HR Role?
  • Business Case – an opportunity to present your case
  • To focus on the business consider providers
  • What do strategy managers do?
  • Other areas need stay with HR – what are they?
  • To focus on the business consider providers

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