your hr transformation journey

Your HR Transformation JourneyTahir Ditta

Your HR Transformation Journey

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

Where are you on your HR Transformational journey?

Identify

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

Change is Dynamic7 Trends Driving Transformation

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

Change is Dynamic7 Trends Driving Transformation

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

Importance of business objectives behind company’s operating strategy

Business Strategies

Doubled in importance

• Gaining Access to Talent and Capabilities

• Driving Cultural Change

• Yet, Reducing costs decreased in total importance

-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes

Align support withcorporate strategy

Drive process efficiency

Improve compliancecapabilities

Drive cultural change

Gain access to talent andcapabilities

7


Business Strategies





-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes






8


Business Strategies





-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes






9


Business Strategies





-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes






10

Where HR is Expected to LeadLeaders in Change

Skill/Talent Shortages

Aging Workforce

Millenial Workforce

Worker Collaboration

Mobile Workforce

Speed of change in business

0% 20% 40% 60% 80% 100%

Skill / Talent Shortages

62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only

What role does HR play in responding to future work drivers?

11



Aging Workforce

Millenial Workforce


Mobile Workforce


0% 20% 40% 60% 80% 100%


62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only


12



Aging Workforce

Millenial Workforce


Mobile Workforce


0% 20% 40% 60% 80% 100%


62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only


13



Aging Workforce

Millenial Workforce


Mobile Workforce


0% 20% 40% 60% 80% 100%


62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only


14

Achieve Business Objectives instead of HR Objectives.

What is a HR Transformation?

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

Adoption of HR Shared Services or Outsourcing by Process

Tactical v Strategic

Workforce datamanagement / analytics

Employee Contact Centre

Recruitment / Staffing

Benefits Administration

Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced

Payroll, Benefits & Employee Contact Centre

Outsourced to a service provider

Offshore

Shared Service Centre

Managed in-house

Strategic Relationship Managers focus on the business

16







Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced



Offshore


Managed in-house


17







Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced



Offshore


Managed in-house


18







Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced



Offshore


Managed in-house


19

Human Resource Organisations Before and After

The Difference Made

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

Where are you on your HR Transformational journey?

Identify

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

Identify

Our passion is making complex things simple.

Is Your HR Journey truly Transformational?

22

Making complex things simple

Q&ATahir Ditta

your hr transformation journey

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