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A New Blueprint for HR

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Trends reshaping the future of HR
Theme
HR in the Digital Age
Trends Digital radically disrupt HR
• Digital radically disrupts HR
• Social drives the democratization of work

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Trends reshaping the future of HR
Theme
Agile HR
Trends Digital radically disrupt HR
• HR drives the agile organization
• The rise of the extended workforce

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Trends reshaping the future of HR
Theme
Global Scale of HR
Trends Digital radically disrupt HR
• Reconfiguring the global talent landscape
• Tapping skills anywhere, anytime

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Trends reshaping the future of HR
Theme
Insight-driven HR
Trends Digital radically disrupt HR
• Talent management meets the science
of human behavior
• Navigate risk and privacy in a more
complex world

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Trends reshaping the future of HR
Theme
Evolution of Talent & Work
Trends Digital radically disrupt HR
• Shattering the boundaries of HR
• Managing your people as a workforce of one

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Where we are today
A single HR model is dominant
The next stage:
Changing HR organization model
The Business Partner / Center of Expertise Model
Business
Partner
Center of
Expertise
Client
Groups
Shared
Service Center

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What We See Happening
Variety of models being developed
based on business needs
The next stage:
Changing HR organization model
Models tailored according
to business dimensions
Strategy
Culture
Regulations Workforce
Complexity Size
HR
Operating
Model

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Emerging Models
A variety of HR “archetypes” proliferate
The next stage:
Changing HR organization model
Lean HR
Model
• Large but lean;
cost-effective
• Little
change/volatility
• Homogenous
workforce
Professional
Services Model
• Talent powered
• Value driven
• Project-based
HR work
Just-in-Time
HR Model
• Volatile business
environments
• Highly diverse
workforce
• Talent powered
Federated
/Decentralized
Model
• Fast changing
businesses
• Emerging markets
• Speed more
important than
scale

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Executives believe they must transform
enterprise operating models to be more agile
Base: All respondents (n=1300) Source: Accenture Global Volatility and Agility Survey 2014
1%
10%
10%
11%
11%
12%
12%
14%
17%
1%
30%
30%
32%
37%
39%
39%
40%
43%
 Most implemented within top 3
 Most implemented
Transform enterprise operating models to be more
responsive to the changing patterns of demand and supply
Improve the understanding of the market/end consumer
Improve the understanding of competitors, partners,
suppliers and regulators
Increase scenario planning initiatives to improve agility
Explore a broader range of partnership models
Invest in risk management capabilities
Invest in senior leadership development and
succession planning
Invest in new sources of talent
None of the above

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How effective is your HR model
given the business and market trends?
Talent
management
is driven from the
center but should
be embedded in the
line for maximum
impact.
Fragmented
solutions and
COEs that produce
conflicted
policies.
Insular –
no time to learn
new things and
reach out to
the outside
world.
Not data
driven.
Bloated;
not lean
enough.
Resources
locked up in business
units; no longer relevant
to a globally integrated
organization.
Ivory
tower
COEs.
Irrelevant,
one-size-fits-all
practices
Doesn’t
address
the extended
workforce.
Do we need
HR at all?
Inflexible.
Business
partners lack
strong business
understanding and
necessary
skills.
Business
partner roles
have been
“hollowed out”
by COEs.
Global
standards,
but not locally
relevant.
Not
innovative.
Duplication
of work.

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Business factors driving new ways of organizing HR
Optimization
Customer
Intimacy
Agility
PrimaryDriversfortheHROrganization
Definition Examples of Initiatives
Businesses seeking improvements
which can be measured with
certainty and operational excellence
• Cost management
• Continuous improvement
• Operational excellence
Organizations with heterogeneous
employee populations with different
needs and preferences
• Multinationals with different types
of businesses and geographic /
business unit focused initiatives
• Rapid changes in business models
• Rapid growth in emerging markets
• Market acquisitions
Organizations facing constant
volatility demands constant change
in talent management practices

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New ways of organizing HR
Commonly Accepted Emerging
New Innovations
through Digital
Traditional
BP/COE
Model
Lean HR
Model
No HR
Federated/
Decentralized
Model
Talent
Segmented
Model
Crowdsourced
Model
Professional
Services
Model
Just-in-Time
HR Model
Optimization
Customer
Intimacy
Agility
PrimaryDriversfortheHROrganization

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Some questions to ponder
• Disband or drastically change CoE’s and
HRBP’s role?
• Operate with project–specific, temporary
teams from inside or outside the
organization?
• Integrate with other functions and
disciplines?
• Bifurcate into two different functions?
• Shift Work to employees or others in
the business?
• Create an open innovation platform?
• Use successful, cross–functional models?
• Redefine SSC as employee services with
rest of HR owning the talent agenda?

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Learn more about new HR Operating Models
A New Blueprint for HR
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