With talent becoming a major driver of competitive advantage, workforce transformation is now more urgent than ever. It is critical to success in a world of new cost pressures, hybrid work models and ever-evolving employee expectations. HR change does not have to be a wholesale restructuring or major change. It’s about CHROs progressing, albeit increasingly, the HR function by better aligning people, strategy, processes and technology with business objectives to deliver greater impact for all stakeholders.
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A successful HR transformation must consider changes in four areas: world-class leadership, a modern HR operating model, future-proof HR team competency and HR technology enablement.
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Today’s most effective CHROs do more than manage the HR function. Rather, as a strategic business leader, they help enable business success within an organization. Specifically, senior CHROs: Develop a strategy for the HR function and adapt it as the business and operating environment changes. Provide key inputs for business strategy development. The best CHROs know how to distribute HR leadership among their direct reports to create a future-focused, financially literate function that contributes to their organization’s overall vision and strategy. The World-Class CHRO Model The World-Class CHRO Model provides a roadmap for greater personal effectiveness and strategic leadership, based on the best demonstrated attributes of the board and CEO’s human capital and the traditional ability to win over leaders in a dynamic talent landscape. To be most effective as trusted advisors and coaches in evolving stakeholders, CHROs must discuss with their CEOs the responsibilities facing senior management and the strategic positioning and direction of the business. (CHROs should not ignore any of these roles, although they sometimes prioritize some.) With their increasingly strategic position, CHROs have many interactions with the board, but many still struggle to influence board decisions. It defines success in board interaction because it ensures that the board is well positioned to discuss and make decisions that help the CEO, C-suite and organization achieve their goals.
CHROs can achieve greater success by ensuring that board composition and culture are designed to promote transparency, trust, inclusiveness and respect, and that executive and non-executive directors understand each member’s role and drive continuous improvement. Economic and social instability has changed the landscape of jobs and skills. As a result, the role of the CHRO as creator of talent strategy – and the accompanying strategic workforce plan – has shot forward. Designing a people strategy that maps to business needs in an uncertain world requires CHROs to identify strategic priorities, analyze emerging trends, translate priorities and trends into workforce capability needs, and prioritize those capabilities—all based on solid labor market data and workforce analytics. based on CHROs must be aware of the limitations of HR knowledge and ability to respond as new capabilities arise. World-class CHROs recognize HR as a catalyst and motivator in the organization – bringing stakeholders together, establishing frameworks for decision-making, and stimulating the flow of new ideas for the workforce.
A HR operating model is a fundamental part of any HR transformation strategy, as it organizes the structures, capabilities and processes through which the HR function delivers value to stakeholders. When evaluating the performance of an existing operating model, HR leaders must consider all of its moving parts – from the responsibilities of HR business partners (HRBPs) and the structure of shared services, the ways in which HR professionals interact with management, and how technology works. . Used. This will continue to be a focus as demands on people begin to outstrip HR resource availability. 4 The Way HR Operating Models Are Evolving Progressive CHROs expect HR to transform the HR operating model in the following ways: Reinventing HRBP’s role as strategic talent leadership. Create a dynamic pool of HR problem solvers. Provide agile support with next-generation Centers of Excellence (COEs). Build a strong HR operations and service delivery team. Reinventing the HRBP’s Role as a Strategic Talent Leader HR functions should transform the senior or VP-level HRBP role into an analytically focused strategic talent leader and shift marketing functions. Similar to today’s HRBPs, these leaders are aligned with a specific business unit or function and own the talent management strategy for the group. Effective strategic talent leaders must think holistically about the strategy of the business and talent processes that support the business goals. Create a dynamic pool of HR problem solvers A dynamic pool of problem solvers working on a variety of strategic projects is critical to the success of the future HR operations model. As their name suggests, the primary job of problem solvers is to hypothesize, test, and construct solutions to strategic problems. The team creates and improves resources, practices and policies used by HR and the workforce. Effectively serves as the “flexible muscle” of the HR function, moving seamlessly from project to project.
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Provide Agile Support with Next-Generation COEs Next-generation COEs must be more agile, flexible, and adaptable. The overall purpose of COEs has not changed: provide in-depth knowledge on issues important to HR. They will achieve this goal by redistributing and specializing other functions in the future HR operations model. For example, rather than being the sole producer of talent management policies, practices, and procedures, COES works with a pool of problem solvers to develop policies, practices, and procedures within People. Additionally, COEs rely on teams that are not full-time and rely more on external, contracted labor. Build a strong HR operations and service delivery team As organizations increasingly outsource and automate marketing and management tasks, they have the opportunity to improve HR performance. The human resources operations and service delivery team, led by the human COO, should include shared services, human capital intelligence (HCI), human relations managers, and the human resource technology team. The team’s aim is to work as a centralized, dedicated team to enable employees and managers to carry out their day-to-day tasks effectively with the appropriate infrastructure and support.
HR transformation requires HR teams to build new capabilities to address a variety of business priorities, including: new ways of working, increasing demand for data-driven insights, evolving HRBP roles and competencies, new and evolving workforce needs, today’s hybrid work environments and fast-paced business priorities. It requires new methods of operation. As organizations change business strategies and implement new processes and structures, HR must be prepared to implement these changes. HR professionals can use an open source change approach to keep employees engaged despite potential burnout. HR must support leaders in developing their ability to be more people-centered to ensure a happy, healthy workforce that generates sustainable performance. Data-driven workforce insights HR requires the skills to turn data-driven workforce insights and talent analytics into workforce plans and decisions. The growth in the number and availability of employee data sources requires HR professionals not only to develop their ability to analyze employee data, but also to effectively communicate that information to their audiences. By asking the right questions, choosing the right metrics, and creating a compelling story with the right data, HR professionals can make better, informed staffing decisions. In doing so, they grow their businesses and play a more strategic role in the organization. Changing HRBP Competencies and Roles As the HR operating model changes, the role of the HRBP may be divided among specific roles. HR leaders must ensure that their employees meet the competencies needed to effectively deliver value to the business in these new roles. The HR Professionals Competency Model identifies the critical competencies and attributes that HR professionals must demonstrate to be effective strategic partners to the business. HRBPs as Strategic Talent Leaders Strategic talent leaders are a VP-level evolution of the HRBP, focused on strategic priorities and aligned to a specific business unit or function. This requires strong business acumen and talent management skills to work with integrated business unit or functional leaders, as well as strong strategic consulting and relationship management skills to collaborate and network with HR inside and outside. Data analytics is critical to helping leaders use and interpret labor market data and other talent data to inform decision-making.
HRBPs as Problem Solvers HRBPs define talent problems and hypothesize, test, and develop solutions. The core competencies of this role are similar to those of a consultant: project management, consultative problem solving, relationship management, as well as creativity and innovation. HRBPs, as human relations managers, are a group of human resources personnel who take on most of the work that is traditionally owned by people.
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