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The Future of HR Transformation, Part 3 of 3

HR Times – The HR Blog

Posted by Jason Geller on October 4, 2010

As we move into the final trend for the future of HR Transformation, keep in mind that HR needs to excel in all three areas to maintain responsibility for operational delivery and board and talent strategy. The organization’s expectation of HR will no doubt continue to increase – driven by increasing competitive pressures in markets and recognition of the role played by human capital in succeeding in these markets.

As a refresher, the three areas we see as the future of HR include:

  1. Operational excellence
  2. Talent
  3. HR technology adoption

So far we’ve covered the aspirations of achieving operational excellence and the talent management agenda. Today we’re wrapping up with HR technology adoption.

The adoption of technology. HR Technology has evolved to meet the current and emerging needs of the business over the years. Most HR functions are implementing core HRMS tools and technology and many are now at the stage of seeking out the next level of efficiency and effectiveness. Technology will continue to be a powerful enabler in transforming how we work, bringing a global workforce closer and realizing operational cost savings. HR could follow these recommendations to help leverage the power of today’s technology:

  • Enable contemporary approach to knowledge management. HR should enhance its self-service technologies by adopting Web 2.0 tools, such as social networking tools or virtual environments, which can foster connections between employees and other stakeholders in the business.
  • Realize virtual HR for a mobile workforce. HR should continue to invest in the information, tools, personalization and transactional abilities of its employee portals. This will support employees that are increasingly mobile, promote productivity and reduce operational expenses.
  • Incorporate integrated talent management solutions. HR should prioritize investment in integrated talent management systems, rather than transactional people systems. HR can capitalize on the strategic insights into compensation, performance and learning and development, which these systems deliver.
  • Software as a Service (SaaS) and the HR Cloud. HR should be open to new SaaS based delivery options for HR technologies, from core HR/Payroll to Talent systems.

Unless HR meets the expectations of all three focus areas, responsibility for the talent management agenda could be ceded to other parts of the organization. And, operational delivery could be surrendered to outsourced providers and offshore delivery centers.

While these predictions leave much to do in preparing for the future, we’re eager to see where HR Transformation takes us – it should be an interesting journey. Stay tuned to learn more about Deloitte’s thoughts, experiences and insights around the various aspects of HR Transformation through this HRTimes blog. In the meantime, what do you think about the future of HR Transformation? Let us know by posting a comment.

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Jason Geller Jason Geller is a principal with Deloitte Consulting LLP’s (Deloitte Consulting) Human Capital practice where he leads the U.S. Human Resources (HR) Transformation market offering group and is the Global HR Transformation Leader.



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