Disruption is simultaneously impacting your business and your workforce. Organisations face increasing demands from customers, constant productivity pressure from competitors and threats from unexpected entrants to their markets.
The shifting geopolitical landscape, digitisation of our daily lives, changing workforce demographics and demands add further disruptive forces. Enterprises must quickly anticipate, adapt, manoeuvre, make decisions and shift course in an agile way more than ever before to brave the never-ending disruption.
The need for HR transformation has evolved in recent years from traditional ways of operating HR towards The High-Impact HR Operating Model. HR is the only function with the purview and ability to turn those disruptions into opportunity for sustainable business performance.
Organisations need HR to show up differently. Efficient and effective delivery of core services are givens. HR showing up differently is about setting and achieving the workforce and talent agenda, delivering the business strategy, driving workforce performance and engagement, stewarding the culture and enhancing the experience for the enterprise’s people.
Making this all happen requires the courage to:
Start with the HR customer. Design thinking positions HR’s customers and their needs front and centre.
Evolve HR capabilities. Customer centricity, digital readiness, adaptability, agility, strategic consulting and analytical acumen are at the top of the list.
Digitise the workplace. Digital access to information and actions must be embedded as part of the integrated engagement experience–just as customers expect in their daily lives.
Own the data. HR can be better equipped than ever with meaningful workforce data to deliver tangible insights that guide the business.
Get beyond structure. It’s about new ways of working that deliver High-Impact for the business. Organisational design is an output of a well-designed fit-for-purpose operating model.