Creating the Human Resources Operating Model for the next generation. See also Blog article on HR Transformer Blog - http://tinyurl.com/nxk5jm. Discussion of key trends, components of HR operating model and some predictions. Short presentation given at EMRG BPO Conference June 23rd 2009, London. Andrew Spence Glass Bead Consulting.
7. What are the key drivers for Change?
Talent management agenda
More than 1 in 2 in a
job they’ve been in for
less than 5 years**
The average employee will have
10-14 jobs by the time they’re 38**
1 in 4 employees in a job they’ve been
in for less than a year**
**Labour Force Survey, Office for National Statistics. N: 24,000,000
9. What are the key drivers for Change?
Summary of Key Requirements and Drivers for future
HR Operating model
Requirements for.....
Workforce
1. Increased Productivity
2. More responsive Workforce
HR
OPERATING
3. Increased collaboration Economy
MODEL
Technology
4. Worker Mobility enabled by
technology
HR Vendor
5. Better tools and data Market
6. Value for Money
10. HR Operating Model
Key Components
HR Strategy
Business Partners
Centres of expertise
Vendor Management
Reporting
Project Management
HR Service Centres
TECHNOLOGY EMPLOYEES
11. HR Operating Model
Increasing the proportion of HR Strategy delivered
HR Transformation
5
HR 20%
Strategy
25%
Improving 40%
Performance
70% 40%
Transactions
% Resources
12. Summary of predictions
HR Operating model trends
1. Workforce and economic changes will require HR to
allocate more resources to HR Strategy
2. New tools will enable improvements in collaboration,
productivity and managing the workforce
3. HR Outsourcing market will restructure to deliver
standardised services (helped by Saas)
4. HR as a corporate function will be leaner, with
Employees and Managers doing more
5. HR Skills will develop in Change Management, Project
Management, Vendor Management and Technology
13. How do we get there?
Suggested steps…
1. Re‐Define your HR and Workforce strategy
2. Sharpen the HR Operating Model
3. Reallocate more resources to strategic HR
4. Set‐up a formal Project (with non‐HR sponsors)
5. Lead in providing new business tools to managers
6. Take the Outsourcing decision to the Board
(not the other way round)