Professional Documents
Culture Documents
HR Transformation
HR Transformation initially focused on making HR operations more efficient and effective through process standardization and technology. First Generation HR Transformation represented a fundamental shift in HRs role, from transactions and administration to strategy and business transformation. The transformational HR department is one that is recognised by the organization as being an important contributor to the companys future and is engaged in activities that will help move the organization forward.
HR effectiveness methodology
Key Activities
Scenarios
Cut staff numbers Reduce indirect costs Focus on value-added activities Compliance responsibility to the outsourcer Cutting staff numbers Reduce indirect costs Greater efficiency Remaining in charge of quality Less redundancy cost Same as in SCENARIO 2 Best use of local staff expertise and costs
sks R i nav d A
Suppliers market Quality risks Difficult transition High redundancy/ reskilling costs
Chosen model
Payroll processing
HR Administration OUTSOURCING
Customer service
HR Process
Geography
To build and implement a global HR function, transformation teams had to figure out how to work across national boundaries and how to phase their work geographically. At the outset, many companies attempted to establish global standards by building a template of the services, processes, and systems in their home countries, and then pushing them out to operating units in other.
New service delivery model. Global impact Process standardisation. Self-Service Reduced Administration Centralization
Next Generation
The next generation of HR Transformation is more tightly linked to corporate strategy and to creating business value. The Next Generation of HR Transformation will look outside the function to help companies achieve their desired results and growth in an environment where competition is global and talent is scarce.
HR Transformation Companies
PWC KPMG Deloitte Voltas Tech Mahindra
Employee Productivity