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Deloitte Consulting High Impact HR Operating Model
Point of View
Copyright © 2013 Deloitte Development LLC. All rights reserved. 2
Simplifying work
Machines as talent
People data everywhere
Reinventing HR
Workforce capability
Performance management
HR & people analytics
Culture & engagement
Leadership
Learning & development
% VERY
IMPORTANT 10 human capital trends for 2015
0 10 20 30 40 50 60 70 80 90 100
3
1
2
4
5
6
60%
57%
48%
60%
38%
49%
41%
33%
29%
16%
83
75
67
73
65
55
82
78
80
74
Global Mexico Importance index
63
55
50
70
68
66
71
78
78
74
50%
51%
40%
39%
35%
34%
29%
26%
20%
14%
Copyright © 2013 Deloitte Development LLC. All rights reserved. 3 Source: Bersin by Deloitte High Impact HR research
42%
85%
plan to transform HR in 1-3 years
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
Journey to Transform HR: We’re not there yet
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Creating Linkage: The Talent Strategy, shaped by Business Imperatives, guides
the HR Operating Model. Workforce Data & Insights inform the 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?
• 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?
• 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?
Workforce
Data &
Insights
HR
Operating
Model
Business
Imperatives
Talent
Strategy
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Time for High Impact HR: New priorities requires a shift in how HR operates
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.
Traditional Federated HR Model Deloitte Consulting
High Impact HR Operating Model
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
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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
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Key Interactions: Deloitte Consulting High Impact HR Operating Model
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Detailed View: Deloitte Consulting High Impact HR Operating Model
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
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by any person who relies on this presentation.
Copyright © 2013 Deloitte Development LLC. All rights reserved.
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