The High-Impact HR Operating Model

Familiar. Sustainable. Revolutionary.

Nearly 40 percent of the measurable difference between high- and low-performing organisations can be traced back to leadership development and people management. Improving performance in both of these areas is part of HR’s new mandate. What’s been missing is a high-impact operating model to go along with this ever-expanding role.

Create opportunity for sustainable business performance

The need for HR transformation has evolved in recent years from traditional ways of operating HR towards The High-Impact HR Operating Model. HR is the only function with the purview and ability to turn those disruptions into opportunity for sustainable business performance.

Organizations need HR to show up differently. Efficient and effective delivery of core services are givens. HR showing up differently is about setting and achieving the workforce and talent agenda, delivering the business strategy, driving workforce performance and engagement, stewarding the culture, and enhancing the experience for the enterprise’s people.

Making this all happen requires the courage to:

Start with the HR customer. Design thinking positions HR’s customers and their needs front and center.

Evolve HR capabilities. Customer centricity, digital readiness, adaptability, agility, strategic consulting, and analytical acumen are at the top of the list.

Digitize the workplace. Digital access to information and actions must be embedded as part of the integrated engagement experience–just as customers expect in their daily lives.

Own the data. HR can be better equipped than ever with meaningful workforce data to deliver tangible insights that guide the business.

Get beyond structure. It’s about new ways of working that deliver High-Impact for the business. Organizational design is an output of a well-designed fit-for-purpose operating model.

The High-Impact HR Operating Model
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