This short article by Hewitt focuses on the need to support a company's strategic business plan with an aligned strategic human capital plan.
The article also suggests a process to create this strategic plan by assessing the talent needs for the future in a systemic way and creating a human capital supply chain, mimicking the discipline of a material supply chain: "Instead of establishing streamlined procurement, conversion, and distribution processes, strategic talent solutions result in enhancements to sourcing, recruiting, onboarding, training, and career-pathing strategies. Like an efficient supply chain, these talent processes are geared to support superior business performance well into the future."
The article:
http://www.greatperformanceseurope.eu/pdfs/issue_05/Strategic-Planning.pdf
Showing posts with label Human Resources. Show all posts
Showing posts with label Human Resources. Show all posts
Monday, October 1, 2007
Sunday, September 30, 2007
BCG Study: The Future of HR (In Europe)
This is an excellent article by Boston Consulting Group (BCG) and the European Association for Personnel Management, on the key challenges of HR though 2015.
Although the research is based on collection of data from European executives, I have a feeling that most of the findings are probably applicable for many other countries as well.
Of 17 HR topics assessed, five were identified as the major challenges for HR for 2010-2015: Managing Talent, Managing Demographics, Becoming a Learning Organization, Managing Work-Life Balance and Manging Change and Cultural Transformation.
The article sheds light on some the major challenges identified by executives on each of these five topics, as well as points as additional challenges if HR for the next decade.
The article:
http://www.eapm.org/bcg.pdf
Although the research is based on collection of data from European executives, I have a feeling that most of the findings are probably applicable for many other countries as well.
Of 17 HR topics assessed, five were identified as the major challenges for HR for 2010-2015: Managing Talent, Managing Demographics, Becoming a Learning Organization, Managing Work-Life Balance and Manging Change and Cultural Transformation.
The article sheds light on some the major challenges identified by executives on each of these five topics, as well as points as additional challenges if HR for the next decade.
The article:
http://www.eapm.org/bcg.pdf
Wednesday, August 29, 2007
Deloitte: HR Tranformation
An excellent white paper by Deloitte provides an overview of the trends in HR transformation over the last decade (1st Generation HR Transformation) and looking forward to the next years and new challenges (2nd Generation HR Transformation).
Excerpts:
First Generation HR Transformation delivered many structural and operational breakthroughs that can provide a foundation for helping to improve efficiency, service quality, consistency, and costs.
First Generation HR Transformation produced a delivery model for HR services that can serve as a strong foundation for Next Generation HR transformation.
Next Generation HR Transformation will be much more business focused — building the HR solutions and capabilities needed to help the company in its efforts to achieve its most critical goals.
In the end, HR’s contribution to the company will not be measured by its administrative efficiency, but by how well it enables the business strategy and optimises workforce performance. That’s what the Next Generation of HR Transformation is all about.
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_globalhrtransformation_whitepaper_020806.pdf
Excerpts:
First Generation HR Transformation delivered many structural and operational breakthroughs that can provide a foundation for helping to improve efficiency, service quality, consistency, and costs.
First Generation HR Transformation produced a delivery model for HR services that can serve as a strong foundation for Next Generation HR transformation.
Next Generation HR Transformation will be much more business focused — building the HR solutions and capabilities needed to help the company in its efforts to achieve its most critical goals.
In the end, HR’s contribution to the company will not be measured by its administrative efficiency, but by how well it enables the business strategy and optimises workforce performance. That’s what the Next Generation of HR Transformation is all about.
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_globalhrtransformation_whitepaper_020806.pdf
Mckinsey: The People Problem in Talent Management
This article, published in the Mckinsey quarterly, identifies the major barriers to implementing Talent Management practices. Not surprising (at least to most HR professionals), many of the major barriers are human-related.
Excerpt:
The results of our research—which included in-depth interviews with 50 CEOs, business unit leaders, and human-resources (HR) professionals from around the world—suggest that the obstacles preventing talent-management programs from delivering business value are all too human (exhibit). As one leader commented, "Habits of mind are the real barriers to talent management."
Read the article:
http://www.mckinseyquarterly.com/article_page.aspx?ar=1755&l2=18&l3=31
(You will need to register free to Mckinsey to be able to download this)
Excerpt:
The results of our research—which included in-depth interviews with 50 CEOs, business unit leaders, and human-resources (HR) professionals from around the world—suggest that the obstacles preventing talent-management programs from delivering business value are all too human (exhibit). As one leader commented, "Habits of mind are the real barriers to talent management."
Read the article:
http://www.mckinseyquarterly.com/article_page.aspx?ar=1755&l2=18&l3=31
(You will need to register free to Mckinsey to be able to download this)
Process Classification Framework from APQC
APQC (formally the American Productivity & Quality Center, http://www.apqc.org/) has taken on the mission of increasing productivity in organizations worldwide.
In 2004 APQC published the Process Classification Framework. The Process Classification FrameworkSM (PCF) is a taxonomy of cross-functional business processes intended to allow objective comparison of organizational performance within and among organizations.
Section 6 of the PCF, "Develop and Manager Human Capital", identifies all of he business processes relating to Human Capital. This can be extremely useful when mapping HR business processes or looking for a standard framework of HR business processes for your organization.
The PCF can be downloaded at:
Tuesday, August 28, 2007
Top Executives: People Issues Are Strategic, But HR Not Addressing Them
“Aligned at the Top,” a new global study conducted by Deloitte Touche Tohmatsu and the Economist Intelligence Unit (EIU), reveals that while executives and HR leaders both view people as an issue of strategic importance, there is also an increasing tension between company needs and HR's ability to deliver.
The study, which surveyed 531 senior business executives and HR leaders representing every major industry and region, suggests that most HR functions are still transforming themselves — or thinking of transforming themselves — from administrator to strategist, and many have yet to develop the capacity and capabilities required to tackle their company's current and future strategic challenges.
Excerpt:
Although senior business executives viewed people issues as strategically important, they are not confident that HR is ready for the challenge. In fact, only 25 percent felt that HR "plays a crucial role in strategy formulation and operational success."
Read the study report:
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_alignedatthetopsurvey_v2.pdf
The study, which surveyed 531 senior business executives and HR leaders representing every major industry and region, suggests that most HR functions are still transforming themselves — or thinking of transforming themselves — from administrator to strategist, and many have yet to develop the capacity and capabilities required to tackle their company's current and future strategic challenges.
Excerpt:
Although senior business executives viewed people issues as strategically important, they are not confident that HR is ready for the challenge. In fact, only 25 percent felt that HR "plays a crucial role in strategy formulation and operational success."
Read the study report:
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_alignedatthetopsurvey_v2.pdf
Deloitte: HR That Means Business
This excellent article by Deloitte discusses how the Human Resources function can create value for the organization.
The article identifies what constitutes shareholder value, and goes on to identify 10 specific areas through which HR can help the organization create value. These include merger integrations, new market entry, workforce planing, talent management, global mobility, global workforce security, regulatory compliance, governance, change management & global program management.
The article also provides a simple assessment tool to evaluate if your HR function is leading or lagging in the creation of value.
HR That Means Business: Focusing on Value Creation
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_chro_StrategistSteward_Book2_150806.pdf
The article identifies what constitutes shareholder value, and goes on to identify 10 specific areas through which HR can help the organization create value. These include merger integrations, new market entry, workforce planing, talent management, global mobility, global workforce security, regulatory compliance, governance, change management & global program management.
The article also provides a simple assessment tool to evaluate if your HR function is leading or lagging in the creation of value.
HR That Means Business: Focusing on Value Creation
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_chro_StrategistSteward_Book2_150806.pdf
Hewitt: Best in Class Talent Sourcing & Acquisition
This Hewitt paper identifies 7 fundamental practices and 5 innovative practices that best-in-class organizations deploy in their talent sourcing and acquisition activities.
Excerpt:
"Best-in-class talent sourcing and acquisition takes a more holistic and strategic approach—with a focus on securing quality talent for both today’s and tomorrow’s needs. Becoming best in class starts with a strong talent mind-set across the entire organization, where leaders and employees understand the importance of acquiring top talent, and hold an “everyone is a recruiter” mentality. Upfront analysis of internal and external workforce dynamics and subsequent talent needs is required. Examining a full range of sourcing strategies to buy, borrow, or build top talent across the globe is critical in a world of choices"
http://www.hewittassociates.com/_MetaBasicCMAssetCache_/Assets/Articles/Best-in-Class_Talent_Sourcing_and_Acquisition.pdf
Excerpt:
"Best-in-class talent sourcing and acquisition takes a more holistic and strategic approach—with a focus on securing quality talent for both today’s and tomorrow’s needs. Becoming best in class starts with a strong talent mind-set across the entire organization, where leaders and employees understand the importance of acquiring top talent, and hold an “everyone is a recruiter” mentality. Upfront analysis of internal and external workforce dynamics and subsequent talent needs is required. Examining a full range of sourcing strategies to buy, borrow, or build top talent across the globe is critical in a world of choices"
http://www.hewittassociates.com/_MetaBasicCMAssetCache_/Assets/Articles/Best-in-Class_Talent_Sourcing_and_Acquisition.pdf
Monday, August 27, 2007
Driving Talent Management Strategies through Workforce Data
An interesting paper by Deloitte provides insight on driving talent management strategies in a company through the creation of valuable and aligned workforce analytics. The article provides a number of case studies of companies from different industries and with diverse talent management challenges.
Workforce Analytics: Driving Talent Management Strategies through Workforce Data
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_wrkforceanalytics_ihrimmag_060407.pdf
Excerpt:
"With the increased concern regarding talent management issues, many companies are leveraging workforce data to assess current workforce risks, analyze workforce trends, and plan for future talent requirements that can impact workforce planning strategies. In addition, we believe that workforce analytics can allow a company to deliver higher quality talent more efficiently than its competition. Utilization of tools and techniques, such as predictive modeling, HR metrics, and capturing historical trends, are helping companies drive business decisions by utilizing workforce data."
Workforce Analytics: Driving Talent Management Strategies through Workforce Data
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_wrkforceanalytics_ihrimmag_060407.pdf
Excerpt:
"With the increased concern regarding talent management issues, many companies are leveraging workforce data to assess current workforce risks, analyze workforce trends, and plan for future talent requirements that can impact workforce planning strategies. In addition, we believe that workforce analytics can allow a company to deliver higher quality talent more efficiently than its competition. Utilization of tools and techniques, such as predictive modeling, HR metrics, and capturing historical trends, are helping companies drive business decisions by utilizing workforce data."
Excellent Human Resources Blog from Successfactors
SuccessFactors, a leading provider of Performance and Talent Management solutions maintains an excellent blog with a wide collection of materials on HR-related subjects.
Check it out:
http://blogs.successfactors.com/workforce-performance/
Check it out:
http://blogs.successfactors.com/workforce-performance/
Talent Management - The New Business Imperative
BusinessWeek Research Services has recently published an interesting report on the growing talent shortage that companies face and some of the emerging talent management initiatives to address this shortage:
Talent Management - The New Business Imperative
http://mediakit.businessweek.com/pdf/research/TalentManagement2007.pdf
Talent Management - The New Business Imperative
http://mediakit.businessweek.com/pdf/research/TalentManagement2007.pdf
HR Shared Services - An Insightful Research Report
BusinessWeek Research Services has recently published an excellent report on the trends in HR Shared Services.:
New Era for HR Shared Services
Centralizing benefits, payroll and other human resources functions not only saves money and improves customer service, it also frees HR professionals to provide more strategic support.
http://mediakit.businessweek.com/pdf/research/HR-Shared-Services-2007.pdf
New Era for HR Shared Services
Centralizing benefits, payroll and other human resources functions not only saves money and improves customer service, it also frees HR professionals to provide more strategic support.
http://mediakit.businessweek.com/pdf/research/HR-Shared-Services-2007.pdf
Jack Welch on Human Resources
Jack and Suzy Welch write a column on BusinessWeek.
In July 2006 they wrote a column titled: "So Many CEO's Get This Wrong", discussing the importance of the HR Manager in the organization.
Jack and Suzy respond in the column to a question by a reader: "If Human Resources (HR) is the most powerful part of an organisation, as you always say, why is its impact only felt in a negative way?"
Their response is a call for action for HR Executives and CEOs everywhere.
Read the Column:
http://www.telegraph.co.uk/money/main.jhtml?xml=/money/2006/07/10/ccwin10.xml
Listen to the Podcast:
http://www.businessweek.com/mediacenter/podcasts/welchway/welchway_07_10_06.htm
In July 2006 they wrote a column titled: "So Many CEO's Get This Wrong", discussing the importance of the HR Manager in the organization.
Jack and Suzy respond in the column to a question by a reader: "If Human Resources (HR) is the most powerful part of an organisation, as you always say, why is its impact only felt in a negative way?"
Their response is a call for action for HR Executives and CEOs everywhere.
Read the Column:
http://www.telegraph.co.uk/money/main.jhtml?xml=/money/2006/07/10/ccwin10.xml
Listen to the Podcast:
http://www.businessweek.com/mediacenter/podcasts/welchway/welchway_07_10_06.htm
Sunday, August 26, 2007
BCG: Workonomics
The Boston Consulting Group (http://www.bcg.com/) has developed a valuable methodology for measuring human performance which they call Workonomics. Workonomics provide measures that mirror traditional capital-driven measures, but are more applicable for people-driven companies and situations.
I have recently read a number of their articles on this subject, and find them very valuable:
Workonomics: Measuring the Importance of People
http://www.bcg.com/publications/files/Workonomics_Measuring_the_Importance_of_People_Mar_01.pdf
Quantifying Employee Contribution
Published in Shareholder Value Magazine, May/June 2002
BCG has a website that provides information on Workonomics, with some information on this framework and many examples of graphical representation of the information you can get.
http://www.bcg.com/publications/workonomics/index.htm
I have recently read a number of their articles on this subject, and find them very valuable:
Workonomics: Measuring the Importance of People
http://www.bcg.com/publications/files/Workonomics_Measuring_the_Importance_of_People_Mar_01.pdf
Quantifying Employee Contribution
Published in Shareholder Value Magazine, May/June 2002
BCG has a website that provides information on Workonomics, with some information on this framework and many examples of graphical representation of the information you can get.
http://www.bcg.com/publications/workonomics/index.htm
Article: "Managing the Development of Human Capital
I recently read an excellent article:
"Managing the Development of Human Capital" by David P. Norton
The article provides a great framework for aligning the HR Organization to the Enterprise Strategy - providing a Human Capital Development Program as the result. The article provides good example, and gives a structured methodology for developing a Balanced Scorecard for the HR Organization.
I was not able to find a link to this specific article on the web, but notice that it can be found in a collection of 6 articles named "Human Capital, A BSR Reader" published by Harvard Business School Publishing:
http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=3442&referral=1043
"Managing the Development of Human Capital" by David P. Norton
The article provides a great framework for aligning the HR Organization to the Enterprise Strategy - providing a Human Capital Development Program as the result. The article provides good example, and gives a structured methodology for developing a Balanced Scorecard for the HR Organization.
I was not able to find a link to this specific article on the web, but notice that it can be found in a collection of 6 articles named "Human Capital, A BSR Reader" published by Harvard Business School Publishing:
http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/item_detail.jhtml?id=3442&referral=1043
Subscribe to:
Posts (Atom)
