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Rethinking HR Transformation

The Challenge

Driven by the pressure to deliver more value, and with the widespread adoption of Cloud-based HR technologies, a new generation of leaders has embarked on the challenge of transforming HR to be a more performance-driven organization that creates significant value for the business. And while there will be exceptions, many of these transformations are likely to miss the mark, just like their predecessors. The reason is simple. Technology, no matter how transformative, is not synonymous with transformation. New enabling technologies are almost always required, but they must be accompanied by an entirely new approach to delivering HR services — one that designs solutions from the perspective of HR’s customers, deploys resources in innovative ways, and provides tailored solutions that help propel the business forward.

Rethinking HR Transformation

Overreliance on applying three-pillar model Addition of model-specific roles and flexible staffing

Technology as the panacea for everything Technology + Analytics + Customer Centricity + HR Capability

Loosely defined governance (or sometimes overly rigid) Focus on integration and role clarity

HRBP success is about removing obstacles HRBP success is about the right people and capabilities

The Opportunity

Making the Model Work

One Size Does Not Fit All

The design of a three-pillar HR model — COEs, HR Business Partners, and HR Operations — must be tailored to meet the specific goals and circumstances of each organization.

    Taking Action

    Critical Enablers: Agility, Integration, and Leadership & Governance 

    About the Authors

    Michael Martin
    Partner HR Advisory Global Practice Leader 
    Partner HR & Talent Advisory | U.S.
    Partner HR & Talent Advisory | U.S.

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