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HR Transformation

Consulting offerings

HR TransformationHR organizations have been transforming themselves for years, making significant progress in reducing costs and improving operating effectiveness through HR system and process improvements, shared services, outsourcing and employee self-service. But that’s just part of the value HR Transformation can deliver. The next big step for HR is to help the business achieve its strategic objectives for performance and growth.

We help our clients take that broader view of what it means to transform HR and become a High Impact HR organization. This encompasses not only improving HR processes and organizational structure — a valuable effort in its own right — but also looking strategically at how HR can better support business needs and create value for the organization. Often this involves the use of enabling (increasingly cloud-based) technologies, employee engagement tools, advanced workforce planning and analytics that provide insight into what lies ahead. It’s a powerful combination to be able to drive alignment with the business, improve organizational and HR performance and establish a culture focused on adding business value. That is what the new generation of HR Transformation is all about. Learn more about HR Transformation.

What We Offer


More Featured Insights

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    This brief survey helps us identify and calibrate the relevance of the Human Capital Trends in 2015 and over the next few years. The deadline for all survey responses is Friday, November 14, 2014 and the final report with survey findings will be available in February 2015.
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    Plan sponsors responding to Deloitte’s Annual Defined Contribution Benchmarking Survey report an encouraging six percentage point uptick in the average employee participation rate, which rose from 71 percent in 2012 to 77 percent in 2013.
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  • The high-impact HR operating model
    Nearly 40 percent of the measurable difference between high- and low-performing organizations can be traced back to leadership development and people management. Improving performance in both of these areas is part of HR’s new mandate. What’s been missing is a high-impact operating model to go along with this ever-expanding role.

A Business-driven Approach to HR Transformation 

The wide spread myth is that business leaders don't really know what they want from HR. Our experience is different. We've found business leaders often know exactly what they want and that many are looking for the same things, but they ask in business language, not HR language. HR needs to be able to understand the business issues and translate into HR solutions. One Fortune 500 CEO, distilled HR’s top priorities into three fundamental objectives: (1) focus on talent and develop the next generation of leaders, (2) standardize HR policies, programs and operations so the company can quickly reconfigure itself in response to changing global market conditions; and (3) focus on workforce management to enable new business models including M&A, divestitures, alliances and joint ventures and new market entry.

HR operations are no longer the primary focus of HR Transformation (HRT). With so many companies having already accomplished big improvements, efficiency has become table stakes. The real value in HR Transformation today involves leveraging those operational improvements to support and align with the broader business strategy. That’s the definition of Business-driven HR – and it’s where we excel.

Bottom-line Benefits

  • Add value to the business by aligning HR operations with business goals
  • Get and retain the talent required to support the business
  • Streamline core HR processes with a global model that can adapt to local needs
  • Reduce the time HR must spend on low value activities
  • Strategically group HR services to allow more effective outsourcing
  • Improve delivery, process and staffing models
  • Identify cost saving opportunities

Four Ways to Get More Value Now

  1. Align business strategy and HR strategy. Make sure your HRT project kicks off with HR leaders asking business leaders about their HR priorities. An HR strategy should be directly linked to the business strategy and long range plan.
  2. Develop the capabilities to build new HR services. As HRT evolves to become a general mechanism for innovation and continuous improvement (rather than a project to solve specific problems), HR must change the way it develops new services and capabilities to meet the needs of the business. And that change must be in the direction of faster – with more agility and flexibility built in every step of the way.
  3. Make talent a real priority. Businesses often say that people are their most important asset, but that talk isn’t always reflected in management focus, commitment and investment. Demographic trends tell us the next generation of business leaders will need to focus unprecedented attention on talent. And since good talent takes a decade to develop, it's important to start sooner than later.
  4. Focus on workforce effectiveness. This is the real prize in HR, though it seems many HR leaders have abdicated the responsibility. That might be why HR has become a support function that is less relevant today than it was 20 years ago. Get focused on workforce effectiveness and you’ll become the resource your business partners have been looking for all along.

How We Can Help

HRT must embrace and master the basic building blocks of HR strategy, process and operations, technology and sourcing, but it can’t stop there. Unless you wrap those elements in a broader business framework with deep industry knowledge, change management, risk intelligence and tax strategy, you’ll likely solve only part of the problem.

Our full range of Business-driven HR services add up to the kind of HR Transformation business executives want today – the kind that delivers more value.

  • HR Transformation Strategy and Planning. Develop the roadmap for HR transformation, including the priorities, business cases and the future solution.
  • HR Operating Model and Organization Design. Bring fresh thinking to the services HR delivers and how. This is key to continued improvement in HR efficiency, service quality and governance.
  • HR Technology. Leverage technology to support your HR service strategy. Take advantage of the latest developments in information management and workforce analytics. Integrate your HR technology strategy with the company’s broader technology strategy.
  • HR Outsourcing. Use outsourcing to fundamentally alter your cost structure, improve service quality and enable HR to react more quickly to business changes.
  • HR Shared Services. Establish shared services as a viable a long-term solution for organizations that have the scale and desire to optimize the processes themselves and for processes where maintaining control is crucial.


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Global Human Capital Trends 2014
Engaging the 21st-century workforce.

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Meet our people

  • Erica Volini
    Principal, Deloitte Consulting LLP
  • Robin Lissak
    Principal, Deloitte Consulting LLP

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