Moving to a High Impact HR Operating Model
Four Key Philosophies to Keep in Mind
Today’s world is driven by customer experience, technological advancement, data and flexibility. For HR to keep pace and meet the demands of their future workforce, a sustainable, high impact operating model is needed. A high impact operating model requires critical shifts to sustain value and enhance the employee experience. In this article we’ve defined four key philosophies to keep in mind as your HR moves ahead with current trends.
The HR customer at the center
‘By focusing on the employee experience, HR leaders can improve employee engagement, empower teams and leaders, and develop workforce solutions that will be useful and compelling to employees’ (Deloitte HC Trends 2017). Embedding the employee experience into everything that HR does requires a drastic change. One of the developments we come across in the market, is the evolution of HR Shared Services to offer increasingly customer centric services, tailored to the constantly changing HR customer segments. Successful organisations often use an approach called “design thinking” to understand these segments and their journeys through HR processes. An array of digital and mobile tools have emerged to enable intuitive, customer-centric HR design thus delivering best-in-class employee experience; from onboarding apps for candidates to robots answering the phone.
Enable a digital workplace
The digital workforce of the future demands a digital workplace, which in turn requires a digital HR function. Simply installing a new HR tool with standard self-service online is not enough. HR must design for the future and consider apps, robotics and artificial intelligence. To promote a culture of innovation and sharing, HR employees have to enhance their skills to drive the digital DNA of the organization. We see organizations actively launching capability development programs for HR Business Partners, focusing on digital HR. These companies are promoting a digital workplace which propels HR’s ability to empower candidates, employees, managers, and leaders. They are the forerunners in providing and delivering an enhanced employee experience; and may even be your direct competitors in the war on talent.
HR analytics to derive key workforce insights
Analytics can radically increase the strategic value of HR within your business. By linking HR and business data, HR has the ability to directly impact organizational decision making through the identification of performance drivers, the optimization of workplace and workforce practice, and the prediction of workforce and organizational performance impacts due to business changes. With advanced technology and robust data available, it’s time for HR to step up. True analytics is more than a basic employee overview dashboard. In order to uncover insights, clean and consistent data is key (e.g., data definitions across functions). Installing a dedicated person or team to cleanse data, maintain reporting dashboards, and mature analytics is the first– but certainly not the only - step to evolve HR analytics.
Break free of silos and increase fluidity across HR components
Designing for the future means shifting away from hierarchical organizational structures toward networked models where work is structured in coordinated teams. Promoting fluid interaction will allow HR to break free of traditional ways of working and focus more on solutions that are critical at a specific moment. HR can start by encouraging adaptability. With a dynamic business environment, HR needs to embrace a culture of flexibility that can close gaps and build bridges, understands and adapts business needs, while maintaining full focus on the employee experience.
This article is been written by Vincent Okkersen and Bart Moen. If you would like to receive more information feel free to reach out and/or read the full point of view on the High Impact HR Operating Model.