"Where the Rubber Meets the Road" is a comprehensive and detailed document by Deloitte on the entire process of implementing a Shared Service Center in an HR organization.
The article includes detailed models supporting design decisions, project management considerations, service level tiers and more.
A very valuable document for anyone considering, managing or involved in an implementation of an Shared Service Center in an HR organization.
Read the article:
http://www.deloitte.com/dtt/cda/doc/content/us_consulting_hc_hrsharedservices_ihrim2006.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
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