SlideShare une entreprise Scribd logo
1  sur  8
Télécharger pour lire hors ligne
2 3 4 5 6 7 81
By embracing the right mix of service delivery model and digital technology,
the human resources function can increase its organizational value while
empowering a productive workforce.
April 2016
WHY THE HR SERVICE
CENTER IS CRITICAL
to Digital Business Transformation
Digital business means more than technology. Successful, ongoing transformation requires strong
leadership that recognizes and fosters the real goals of digital business: amazing your customers, enabling
new revenue streams, attracting and retaining the best talent, and innovating throughout the organization
in ways that improve efficiency, support compliance, and mitigate risk.
In this article, we examine the significant role HR plays in an organization’s digital strategy and success, as
well as the crucial mindsets, processes, and tools needed to deliver a next-generation service center.
EXECUTIVE SUMMARY
1 3 4 5 6 7 82
W
hen we hear the term “digital,” we naturally
think of technology. Technology is a great
enabler, but digital transformation is
really a business philosophy and leadership strategy.
Companies that embrace digital are laser-focused not
on technology per se, but on customer experience,
business-model transformation, employee engagement,
and operational innovation. Their success depends on
great leadership, and HR is uniquely poised to play a
key role in these digital transformations.
As George Westerman, co-author of Leading Digital:
Turning Technology Into Business Transformation, says:
“Leaders in digital mastery understand that digital
is not a technology challenge. It’s an opportunity to
transform their businesses. And they take steps to
actively drive transformation.”
Is HR taking the necessary steps to actively drive this
transformation in your company?
Modern enterprises are leveraging digital innovations
across their organizations to ensure they’re
competitive and ready to seize new opportunities.
Companies that stick with “the way we’ve always done
it” will be left behind.
Gartner’s 2015 Digital Business Survey, for example,
found that “32% of leaders at organizations with
$250 million or more in annual revenue said they
have a business that is a digital business, up from
22% in the same survey last year,” according to a
Sept. 2, 2015, Gartner press release, “Gartner Survey
Shows Digital Business Leaders Are Pulling Ahead of
the Pack.” The same survey found that “a widening
gap is forming between organizations already
undertaking digital business initiatives versus those
only in the planning stage.”
While technology is a key enabler of digital
transformation, it is not the core driver. The purpose
of digital transformation is to improve customer
experience, enable business model transformation,
enhance employee engagement, and drive operational
innovation. A key tenet of success for all of these
initiatives is unlocking human productivity within the
enterprise, and this is why HR is so important to digital
business success — HR is responsible for employee
productivity, empowerment, and engagement.
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
What It Means to Be
a ‘Digital Master’
George Westerman, a research scientist with
the MIT Initiative on the Digital Economy and
co-author of Leading Digital, has this to say about
leadership and digital transformation:
“Digital masters excel in two dimensions. They
use digital technology to fundamentally change
their customer experiences, internal operations,
or business models. More importantly, they
have the leadership capabilities to drive
transformation in the company. These companies
are adept at using new technologies to overcome
old barriers and create new opportunities. ...
“ ... Leaders in digital mastery understand that
digital is not a technology challenge. It’s an
opportunity to transform their businesses. And
they take steps to actively drive transformation.
“ ... To play your role in leading digital
transformation, focus on three things: vision,
engagement, and governance. Create a vision of
how your firm will be radically different because
of technology.”
1 2 4 5 6 7 83
While HR has a critical role to play in digital
transformation, the traditional, siloed HR service
delivery model wasn’t built to foster the innovation
and scalability that the digital business environment
demands. Moreover, we haven’t equipped our HR
teams with the modern tools and processes needed to
improve efficiency and productivity — and increase the
value they’re delivering to the rest of the company as
a result. HR and IT are being compelled to work even
more closely together, in new and innovative ways, to
drive digital initiatives.
Winning the digital battle means attracting and
retaining the best talent. The expectations of the
millennial generation demand that companies
provide amazing employee experiences. Given
this, HR leadership teams must spend less time on
administrative tasks and more time sourcing, enabling,
and nurturing the best talent.
Employees increasingly are seeking technology-
enabled and collaborative workplaces. In a recent
global digital business study conducted by MIT
Sloan Management Review and Deloitte, more than
three-quarters of respondents said it was either very
important (58%) or extremely important (20%) to
them to work for “an organization that is digitally
enabled or a digital leader.” And this trend isn’t limited
to younger employees. The study notes that employees
across all age groups want to work for businesses that
are deeply committed to digital progress. Company
leaders need to bear this in mind in order to attract and
retain the best talent.
HR has an increasingly important role to play in
fulfilling those expectations for current and prospective
employees. What follows are the key strategies for
doing so.
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
The Far-Reaching Impacts
of Digital Business
Digital business transformation is happening now.
Consider that the number of chief digital officers
(CDOs) doubled in 2013 to 500 globally, and again
in 2014 to 1,000 worldwide, according to the CDO
Club. That group expects CDO head count to
double again in 2015 to 2,000 digital executives
globally. This represents a highly strategic shift to
ensure competitiveness and innovation in a modern
business climate where change and disruption are
virtually constant.
HR should not be an outlier in an organization’s
digital transformation. Instead, it should be
a driving force behind digital transformation.
Consider the three primary characteristics of a
digitally transformed business, according to the
2015 Digital Business Study conducted by MIT
Sloan Management Review and Deloitte. These
organizations are:
• Improving processes
• Engaging talent organization-wide
• Driving new business models
Those first two, in particular, should resonate with
HR professionals. HR has a particularly important
role to play in recruiting and retaining the talent
needed for digital business success, and that talent
is increasingly expecting the best technologies and
digital experiences. In the MIT/Deloitte survey,
91% of respondents said digital technologies
have the potential to fundamentally transform the
way people in their organization work. Just 43%,
however, were satisfied with their organization’s
reaction to current digital trends.
1 2 3 5 6 7 84
Stop Drowning in Post-its and Paperwork and
Become a Digital Business Enabler
HR has always had to meet a range of business needs and
regulatory demands. For example, a global company with
employees spread across multiple locations must manage
rules governing healthcare benefits that vary country
by country and state by state. It’s these sorts of diverse
business needs and regulatory demands that make it
challenging for HR to standardize and streamline.
This challenging environment has fueled the traditional
image of an HR professional’s office with overstuffed file
cabinets, reams of paperwork, and wall-to-wall sticky
notes. Even as increasing amounts of that paperwork
have become digitized, the attendant administrative
and organizational complexity has remained in place:
overstuffed email inboxes, siloed applications that
hinder collaboration, and clunky user interfaces that
frustrate employees.
How does HR meet these longstanding challenges while
becoming a strategic enabler of the digital workplace?
Two crucial steps are required. Getting these two things
right will enable HR business partners, HR centers
of excellence, and the HR leadership team to focus
on strategic initiatives that build amazing cultures
and nurture the top talent required to be a digitally
innovative company.
Step 1: Standardize and Operationalize HR With a
Tiered Shared Services Delivery Model
If you can standardize a repeatable process, do it. This
will help improve HR administration of common but
necessary requests and transactions that monopolize too
many HR resources. In doing so, you’ll improve employee
satisfaction and productivity, not just within HR but
throughout the organization.
Moreover, you’ll cut down on the bureaucracy that slows
everyone down and doesn’t support a thriving digital
workforce. That red tape is very real: The “2013 HR
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
Tiered Shared Services Delivery Model
Mercer, in its report titled ”It’s Time for the
Next Generation HR Service Delivery Model,”
recommends that next-generation HR have a
productive and efficient operational layer that
creates a strong foundation for the strategic layer
of HR business partners, HR centers of expertise,
and HR leadership. This approach depends upon a
tiered model for shared services.
The tiered shared services model has become
an industry standard and is absolutely crucial for
HR success. The vast majority of day-to-day HR
transactions, routine requests, service delivery
to employees and managers, reporting, vendor
management, and on-demand support for line
managers on everyday people matters should
ultimately fall under the purview of shared services,
according to Mercer.
High levels of automation are made possible as
a result of standardizing common workflows and
processes. Service delivery should be built around
the expectation that 90 of every 100 inquiries or
transactions should be handled by automated
service or shared service agents, advises Mercer.
The remaining 10 inquiries that can’t be properly
handled by one of the first two tiers would then be
escalated to a shared services specialist or referred
to a center of excellence. This ensures that the
most skilled and highly trained HR resources—
which are typically the most expensive as well —
aren’t misspent on cases that don’t require their
level of expertise. The component tiers of shared
services are:
Tier 0: Automated service
Tier 1: Shared services agents
Tier 2: Shared services specialists
1 2 3 4 6 7 85
Service Delivery and Technology Report” from Towers
Watson found that the majority of companies (56%)
required HR approval for every common HR transaction,
and 25% of organizations required three levels of manager
approval for common transactions.
Of course, HR professionals know the necessity of
following due process and protecting both the employee
and the organization. Standardizing as many of those
workflows and transactions as possible, however,
increases agility and efficiency. The most effective model
for doing this at scale is a shared services delivery model.
Step 2: Enable Employee Self-Service in the Right Way
Along with increased automation, HR can better drive
digital initiatives by letting employees help themselves.
Whether they’re looking for a company policy, updating
their benefits information, or checking their vacation time,
today’s employees should not have to call an HR business
partner — or even be in the office — to do so. That’s a
part of delivering an excellent employee experience that
drives engagement and productivity.
That’s not how HR self-service portals have historically
worked, however. They’ve frequently been intranet-based,
requiring employees to be logged in to the corporate
network to access them, instead of being available
whenever and wherever people need them.
In addition to being available anywhere, anytime, HR
portals must be intuitive to use. The lack of intuitiveness
has been the downfall of most HR portals: Often they
were built by IT departments that didn’t understand the
user experience. Self-service tools should be as intuitive
as the mobile apps we use to run our personal lives.
Another downfall of HR portals has been having too
many — one for benefits, another for payroll, another for
holiday entitlements. That’s because while HR has one
title, it serves many functions: performance management,
total rewards, benefits, talent acquisition, and so on.
These functions have traditionally been managed in a
siloed manner, but employees ultimately don’t think of
HR that way: They just know they need to get something
done, and they expect to do so in a single place. Giving
employees access to all HR services through a unified
portal is critical to success and can keep that complexity
hidden from the rest of the company.
We must improve employee self-service interactions
with human-centric, mobile-friendly, and intuitive user
experiences. This is what talent expects in the digital
workplace. If they don’t find it in your organization, they’ll
seek it elsewhere.
The Critical, Strategic, and Technological
Enablers of HR’s Digital Transformation
With those two fundamental goals in mind, it’s
important to put in place the right technology to enable
HR’s strategic vision. As Mercer notes in its report
titled “It’s Time for the Next Generation HR Service
Delivery Model,” “Too often organizations overlook the
functionality required of technology to match their vision.”
Here are the four foundational pillars to look for:
1. Workflow Automation
The administrative or operational layer of HR must support
a plethora of requests and policies, often on a recurring
basis. It’s an indispensable part of the HR function, but it is
also one of the most time-consuming. Automating these
repeatable processes is a significant step in becoming a
more valuable business partner and digital leader.
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
25% of organizations required three
levels of manager approval for common
HR transactions. — Towers Watson
1 2 3 4 5 7 86
Early efforts to digitize and streamline these workflows
often came up short, especially when they were built
on top of platforms developed for departments other
than HR. HR portals were supposed to enable this type
of workflow automation and self-service but frequently
came up light on functionality. Moreover, they sometimes
required a level of technical sophistication that’s not
typically part of an HR professional’s skill set.
Technology solutions that enable automation are
most effective when they include rich functionality
built specifically for HR. Today’s tools can do just that,
giving nontechnical people easy-to-use, drag-and-drop
functionality for creating new workflows when they
recognize repeatable processes — no coding necessary.
Automating as many of the standard, recurring requests
and transactions HR must handle on a daily basis
helps make both HR and employees throughout the
organization happier and more productive. Workflow
automation is perhaps the No. 1 enabler of a successful
shared services delivery model; in fact, the “2015 Annual
State of the Shared Services Industry Report” from
SSON lists workflow management as the most common
enabling technology that shared services organizations
plan to deploy in the next three years as part of a broader
digital transformation.
You can simplify the transition to a robust, automated
layer of the shared services model (Tier 0) with rich,
best practice content that’s purpose-built for common
HR workflows, such as new-hire onboarding, benefits
enrollment and management, and payroll. It’s great
when this content comes with ready-to-use, HR-specific
templates, but, of course, you’ll want the ability to
customize this content to your organization’s specific
needs and workflows.
2. Social Collaboration
Technology should enable real social collaboration —
not the hand-it-off approach that moves collaboration
out of HR systems and into chat, email, phone calls,
file sharing, project management, and other siloed
tools. This consideration is especially true for HR
professionals and the sensitive nature of information
they handle, whether in employee-HR interactions
or internal HR-to-HR collaboration. The latter often
involves working in conjunction with several other
departments, too.
Take the case of an office harassment incident.
Resolving the case will require several people to work
closely together, including the line managers of the
employees involved, legal, and the HR representative
assigned to manage the case. In other words, the case
will have multiple owners. It could even have multiple
originators, such as in a situation where more than one
employee accuses the same manager of misconduct.
You need the ability to bring teams of people together
to collaborate and contribute to the case in a single
environment, without bumping social collaboration into
other nonintegrated channels. This becomes especially
important as we consider matters of security, privacy,
and compliance.
Yet when we really think about service-oriented
interactions where a ticket or case is created, so
much of the collaboration happens behind the scenes
rather than in an integrated fashion within the ticket
or case management system itself. The proliferation of
everything from email and instant messaging to cloud
services like Dropbox to newer apps like Slack — all
amplified exponentially by mobility — has made it
easier for people and teams to work from just about
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
Workflow automation is perhaps the
No. 1 enabler of a successful shared
services delivery model.
1 2 3 4 5 6 87
anywhere at any time. But HR needs a
single, purpose-built tool that enables
social collaboration while ensuring
data privacy and supporting its
compliance obligations effectively
and efficiently.
3. Security and Data Privacy
Your service interactions must protect
sensitive employee and corporate
data. If you have a VIP or other unique
individual, for instance, there might
only be two or three people in your
entire organization who are cleared to
work on that person’s case. You need
a more granular model for managing
privacy and visibility of cases, one that
empowers HR to protect privileged
information. In this scenario, a VIP’s
case might still be viewable to others,
but sensitive data, such as an address and
phone number, would be blocked out.
Information security remains a hot topic,
but it’s commonly treated as an IT issue
rather than an HR concern. Yet, for the
IT department, there often isn’t a lot
of inherently sensitive data in its help
desk tickets or other internal workflows.
Instead, IT is typically focused on
managing external risks and threats
that could lead to data breaches from
outside the corporate environment. This
is, of course, an important priority, but
HR must handle internally sensitive data
on a regular and case-specific basis.
4. Compliance and Auditability
Proper risk management protects both
the organization and its employees,
and ensures due process in challenging
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
4 Features of User-Friendly Self-Service HR
HR self-service portals sometimes lack the necessary
functionality to be as effective as possible and fulfill
automation’s promise of increased productivity and efficiency.
This includes the user interface and user experience: If your
portal looks and feels like a clunky corporate intranet from
the first dot-com boom, it simply isn’t meeting the needs
and expectations of a digital workforce. Consider four key
fundamentals of self-service done right:
1. Not Just Mobile Friendly, but True Multiplatform
Are your self-service tools optimized for true multiplatform use?
This should include both native mobile apps (iOS and Android)
and mobile Web (HTML5) access to ensure that your self-service
tools are highly accessible and usable across a wide range of
device types and screen sizes. Moreover, your self-service tools
must offer the same capabilities on any device type, with user
experience optimized for the platform, whether it’s desktop,
phone, or tablet.
2. Human-Centric Design
Invest in rich content, intuitive design, and easy-to-use features. If
your employees can’t or won’t use your self-service tools because
of complexity or slow or nonloading features, that’s not their
problem — it’s HR’s problem.
3. Make Self-Service Truly Digital
Digitize everything you can with automated workflows and
electronic forms. While there may be company-specific workflows
where this isn’t possible, keep employees in the digital experience
from end to end. For example, don’t ask them to print out a PDF
form and fax it.
4. One HR
There should be one portal to go to for every HR request,
including employee benefits, total rewards, HR administration,
and other tasks.
1 2 3 4 5 6 7 8
situations. Siloed communications and tools have
hampered proper risk management in the past. That’s
another reason social collaboration combined with
granular security and privacy controls is so important.
Together, they create efficient, readily available
information trails for compliance, audit, and legal
purposes. This is particularly true because compliance
and auditability responsibilities touch so many different
areas of an organization; compliance and audit-related
work commonly requires interdepartmental collaboration.
There are many scenarios where a centralized,
streamlined storage-and-retrieval process is ideal for
such purposes, but let’s consider one in particular: A
terminated employee has filed a lawsuit for wrongful
dismissal. In such situations, HR needs to very quickly
be able to pull together all of the communications and
other records related to that case for presentation in court
or other legal proceedings and show that the company
followed the appropriate processes at each stage. This
protects the organization, HR, and the employee.
When managing this type of case, or any audit
scenario or discovery process, HR must be efficient,
organized, and secure. You may be asked to produce
forms, documentation, emails, and activity journals
relevant to the case — and to do so in timely fashion.
It’s important to store this data both centrally and
securely, in a way that meets your regulatory and legal
responsibilities and also protects the organization and
its employees.
Bottom Line
As digital transformation becomes the norm, HR has a
vital role to play in streamlining workflows and nurturing
the people needed for digital innovation and success. HR
has always played a crucial role in fostering the talent
that’s working to achieve the greater organizational
mission. That’s truer than ever today, and HR is uniquely
positioned to unlock the increasing potential for employee
productivity and the modern user experiences necessary
for the pillars of digital business: customer experience,
business-model transformation, employee engagement,
and operational innovation.
The right blend of shared services delivery, automation,
digital tools, and strategic vision will help ensure that HR
leads not just a single digital initiative but an ongoing,
company-wide transformation that continuously meets
the demands of a rapidly changing world. ■
WHY THE HR SERVICE CENTER IS CRITICAL April 2016
1603135
Find more information on empowering your workforce
and automating your HR process at www.bmc.com/HRcase.

Contenu connexe

Tendances

High impact HR - Manu Melwin Joy
High impact HR - Manu Melwin JoyHigh impact HR - Manu Melwin Joy
High impact HR - Manu Melwin Joymanumelwin
 
Saba - Bersin by Deloitte - Performance Management in the 21st Century
Saba - Bersin by Deloitte - Performance Management in the 21st CenturySaba - Bersin by Deloitte - Performance Management in the 21st Century
Saba - Bersin by Deloitte - Performance Management in the 21st CenturySaba Software
 
Bold HR: Driving Business Value through People
Bold HR: Driving Business Value through PeopleBold HR: Driving Business Value through People
Bold HR: Driving Business Value through PeopleJosh Bersin
 
Ten Disruptions in HR Technology for 2015: Ignore At Your Peril
Ten Disruptions in HR Technology for 2015:  Ignore At Your PerilTen Disruptions in HR Technology for 2015:  Ignore At Your Peril
Ten Disruptions in HR Technology for 2015: Ignore At Your PerilJosh Bersin
 
Agility & Talent Mobility how to enable business strategy with modern perform...
Agility & Talent Mobility how to enable business strategy with modern perform...Agility & Talent Mobility how to enable business strategy with modern perform...
Agility & Talent Mobility how to enable business strategy with modern perform...Human Capital Media
 
HR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowHR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowManish Mohan Misra
 
Mobile and Informal Learning: Trends for 2012
Mobile and Informal Learning: Trends for 2012Mobile and Informal Learning: Trends for 2012
Mobile and Informal Learning: Trends for 2012Josh Bersin
 
Digital HR - Trends in Digital HR and the Future of Work
Digital HR - Trends in Digital HR and the Future of WorkDigital HR - Trends in Digital HR and the Future of Work
Digital HR - Trends in Digital HR and the Future of WorkJörg Seufert
 
Workplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent AcquisitionWorkplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent AcquisitionCorporateShiksha
 
The Datafication of HR: People Science is Here
The Datafication of HR:  People Science is HereThe Datafication of HR:  People Science is Here
The Datafication of HR: People Science is HereJosh Bersin
 
McKinsey & Company : Talent Management and Knowledge Management
McKinsey & Company : Talent Management and Knowledge ManagementMcKinsey & Company : Talent Management and Knowledge Management
McKinsey & Company : Talent Management and Knowledge ManagementHarsh Tamakuwala
 
Data Science and Analytics in Human Resources - Moneyball comes to HR
Data Science and Analytics in Human Resources - Moneyball comes to HRData Science and Analytics in Human Resources - Moneyball comes to HR
Data Science and Analytics in Human Resources - Moneyball comes to HRJosh Bersin
 
Making Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to SuccessMaking Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to SuccessJosh Bersin
 
The HR Technology Market: Trends and Disruptions for 2018
The HR Technology Market:  Trends and Disruptions for 2018The HR Technology Market:  Trends and Disruptions for 2018
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
 
Talent Management - Aligning Implementation with Your Organization’s Needs
Talent Management - Aligning Implementation with Your Organization’s NeedsTalent Management - Aligning Implementation with Your Organization’s Needs
Talent Management - Aligning Implementation with Your Organization’s NeedsCornerstone OnDemand
 
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...TALiNT Partners
 
The changing HR landscape
The changing HR landscapeThe changing HR landscape
The changing HR landscapeRob Scott
 

Tendances (20)

High impact HR - Manu Melwin Joy
High impact HR - Manu Melwin JoyHigh impact HR - Manu Melwin Joy
High impact HR - Manu Melwin Joy
 
Saba - Bersin by Deloitte - Performance Management in the 21st Century
Saba - Bersin by Deloitte - Performance Management in the 21st CenturySaba - Bersin by Deloitte - Performance Management in the 21st Century
Saba - Bersin by Deloitte - Performance Management in the 21st Century
 
Bold HR: Driving Business Value through People
Bold HR: Driving Business Value through PeopleBold HR: Driving Business Value through People
Bold HR: Driving Business Value through People
 
High value HR slides Paul Kearns/IHRM keynote 11 jun14
High value HR slides Paul Kearns/IHRM keynote 11 jun14High value HR slides Paul Kearns/IHRM keynote 11 jun14
High value HR slides Paul Kearns/IHRM keynote 11 jun14
 
Ten Disruptions in HR Technology for 2015: Ignore At Your Peril
Ten Disruptions in HR Technology for 2015:  Ignore At Your PerilTen Disruptions in HR Technology for 2015:  Ignore At Your Peril
Ten Disruptions in HR Technology for 2015: Ignore At Your Peril
 
Agility & Talent Mobility how to enable business strategy with modern perform...
Agility & Talent Mobility how to enable business strategy with modern perform...Agility & Talent Mobility how to enable business strategy with modern perform...
Agility & Talent Mobility how to enable business strategy with modern perform...
 
HR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is NowHR Transformation-The Digitization Impact: The Future is Now
HR Transformation-The Digitization Impact: The Future is Now
 
Mobile and Informal Learning: Trends for 2012
Mobile and Informal Learning: Trends for 2012Mobile and Informal Learning: Trends for 2012
Mobile and Informal Learning: Trends for 2012
 
Agile Transformation
Agile TransformationAgile Transformation
Agile Transformation
 
Digital HR - Trends in Digital HR and the Future of Work
Digital HR - Trends in Digital HR and the Future of WorkDigital HR - Trends in Digital HR and the Future of Work
Digital HR - Trends in Digital HR and the Future of Work
 
Workplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent AcquisitionWorkplace 2020 Playbook on Future of Talent Acquisition
Workplace 2020 Playbook on Future of Talent Acquisition
 
The Datafication of HR: People Science is Here
The Datafication of HR:  People Science is HereThe Datafication of HR:  People Science is Here
The Datafication of HR: People Science is Here
 
McKinsey & Company : Talent Management and Knowledge Management
McKinsey & Company : Talent Management and Knowledge ManagementMcKinsey & Company : Talent Management and Knowledge Management
McKinsey & Company : Talent Management and Knowledge Management
 
Digital HR
Digital HRDigital HR
Digital HR
 
Data Science and Analytics in Human Resources - Moneyball comes to HR
Data Science and Analytics in Human Resources - Moneyball comes to HRData Science and Analytics in Human Resources - Moneyball comes to HR
Data Science and Analytics in Human Resources - Moneyball comes to HR
 
Making Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to SuccessMaking Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to Success
 
The HR Technology Market: Trends and Disruptions for 2018
The HR Technology Market:  Trends and Disruptions for 2018The HR Technology Market:  Trends and Disruptions for 2018
The HR Technology Market: Trends and Disruptions for 2018
 
Talent Management - Aligning Implementation with Your Organization’s Needs
Talent Management - Aligning Implementation with Your Organization’s NeedsTalent Management - Aligning Implementation with Your Organization’s Needs
Talent Management - Aligning Implementation with Your Organization’s Needs
 
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...
Transforming your Core HR processes for 2017 Bruce Walcroft, Senior HCM Solut...
 
The changing HR landscape
The changing HR landscapeThe changing HR landscape
The changing HR landscape
 

En vedette

Creating Value with Digital HR
Creating Value with Digital HRCreating Value with Digital HR
Creating Value with Digital HRCapgemini
 
HR Service Delivery Model
HR Service Delivery ModelHR Service Delivery Model
HR Service Delivery ModelPeyman Dayyani
 
Reb Portfolio
Reb PortfolioReb Portfolio
Reb Portfoliobingading
 
Digital Trasnformation and Organizational Transformation - Public
Digital Trasnformation and Organizational Transformation - PublicDigital Trasnformation and Organizational Transformation - Public
Digital Trasnformation and Organizational Transformation - PublicGOrlando1
 
ADP - Global HR transformation 2009
ADP - Global HR transformation 2009ADP - Global HR transformation 2009
ADP - Global HR transformation 2009ADP Streamline
 
HR Transformation Through Technology
HR Transformation Through Technology HR Transformation Through Technology
HR Transformation Through Technology G&A Partners
 
First Data HR Transformation story
First Data HR Transformation storyFirst Data HR Transformation story
First Data HR Transformation storyCedar Consulting
 
LinkedIn_DBS Case Study_Nov2015
LinkedIn_DBS Case Study_Nov2015LinkedIn_DBS Case Study_Nov2015
LinkedIn_DBS Case Study_Nov2015Wilson Chen
 
Building a Business Case for a Talent Management Suite
Building a Business Case for a Talent Management SuiteBuilding a Business Case for a Talent Management Suite
Building a Business Case for a Talent Management SuiteSaba Software
 
HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR
HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHRHR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR
HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHRHRBoss
 
Your HR Transformation Journey - Equiniti
Your HR Transformation Journey - EquinitiYour HR Transformation Journey - Equiniti
Your HR Transformation Journey - EquinitiTahir Ditta
 
HR & Digital Transformation
HR & Digital TransformationHR & Digital Transformation
HR & Digital TransformationMatt Alder
 
Process or Practice led HR transformation: insights from trenches ......
Process or Practice led HR transformation: insights from trenches ......Process or Practice led HR transformation: insights from trenches ......
Process or Practice led HR transformation: insights from trenches ......Browne & Mohan
 
Transformation Of HR at AgustaWestland-Philadelphia
Transformation Of HR at AgustaWestland-PhiladelphiaTransformation Of HR at AgustaWestland-Philadelphia
Transformation Of HR at AgustaWestland-PhiladelphiaSal LoDico
 
Leading Transformation from HR
Leading Transformation from HRLeading Transformation from HR
Leading Transformation from HRKelly Services
 
Transforming HR into a Strategic Asset enabled by Oracle HCM Cloud
Transforming HR into a Strategic Asset enabled by Oracle HCM CloudTransforming HR into a Strategic Asset enabled by Oracle HCM Cloud
Transforming HR into a Strategic Asset enabled by Oracle HCM CloudCognizant
 

En vedette (20)

Creating Value with Digital HR
Creating Value with Digital HRCreating Value with Digital HR
Creating Value with Digital HR
 
HR Service Delivery Model
HR Service Delivery ModelHR Service Delivery Model
HR Service Delivery Model
 
Reb Portfolio
Reb PortfolioReb Portfolio
Reb Portfolio
 
Digital Trasnformation and Organizational Transformation - Public
Digital Trasnformation and Organizational Transformation - PublicDigital Trasnformation and Organizational Transformation - Public
Digital Trasnformation and Organizational Transformation - Public
 
ADP - Global HR transformation 2009
ADP - Global HR transformation 2009ADP - Global HR transformation 2009
ADP - Global HR transformation 2009
 
HR Transformation Through Technology
HR Transformation Through Technology HR Transformation Through Technology
HR Transformation Through Technology
 
First Data HR Transformation story
First Data HR Transformation storyFirst Data HR Transformation story
First Data HR Transformation story
 
LinkedIn_DBS Case Study_Nov2015
LinkedIn_DBS Case Study_Nov2015LinkedIn_DBS Case Study_Nov2015
LinkedIn_DBS Case Study_Nov2015
 
HR Transformation
HR TransformationHR Transformation
HR Transformation
 
Building a Business Case for a Talent Management Suite
Building a Business Case for a Talent Management SuiteBuilding a Business Case for a Talent Management Suite
Building a Business Case for a Talent Management Suite
 
HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR
HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHRHR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR
HR Transformation By Mr Krisbiyanto, Senior Partner of PortalHR
 
Your HR Transformation Journey - Equiniti
Your HR Transformation Journey - EquinitiYour HR Transformation Journey - Equiniti
Your HR Transformation Journey - Equiniti
 
Driving Hr Transformation With Metrics V7
Driving Hr Transformation With Metrics V7Driving Hr Transformation With Metrics V7
Driving Hr Transformation With Metrics V7
 
Strategic HR transformation
Strategic HR transformationStrategic HR transformation
Strategic HR transformation
 
HR & Digital Transformation
HR & Digital TransformationHR & Digital Transformation
HR & Digital Transformation
 
Process or Practice led HR transformation: insights from trenches ......
Process or Practice led HR transformation: insights from trenches ......Process or Practice led HR transformation: insights from trenches ......
Process or Practice led HR transformation: insights from trenches ......
 
Transformation Of HR at AgustaWestland-Philadelphia
Transformation Of HR at AgustaWestland-PhiladelphiaTransformation Of HR at AgustaWestland-Philadelphia
Transformation Of HR at AgustaWestland-Philadelphia
 
Leading Transformation from HR
Leading Transformation from HRLeading Transformation from HR
Leading Transformation from HR
 
Digital HR Workshop
Digital HR WorkshopDigital HR Workshop
Digital HR Workshop
 
Transforming HR into a Strategic Asset enabled by Oracle HCM Cloud
Transforming HR into a Strategic Asset enabled by Oracle HCM CloudTransforming HR into a Strategic Asset enabled by Oracle HCM Cloud
Transforming HR into a Strategic Asset enabled by Oracle HCM Cloud
 

Similaire à Why the HR Service Center is Critical to Digital Transformation

Accenture-Strategy-Digital-Workforce-Future-of-Work
Accenture-Strategy-Digital-Workforce-Future-of-WorkAccenture-Strategy-Digital-Workforce-Future-of-Work
Accenture-Strategy-Digital-Workforce-Future-of-WorkColin Sloman
 
Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016Wendy Moran
 
6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategyAbhishek Sood
 
People — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital InnovationPeople — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital InnovationCognizant
 
deloitte-high-impact-hr-operating-model
deloitte-high-impact-hr-operating-modeldeloitte-high-impact-hr-operating-model
deloitte-high-impact-hr-operating-modelKyle Ku
 
Digital transformation - DS People Dynamic September 2016
Digital transformation - DS People Dynamic September 2016Digital transformation - DS People Dynamic September 2016
Digital transformation - DS People Dynamic September 2016Denise Sonny
 
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)nguyenanvuong2007
 
[RESEARCH REPORT] The 2016 State of Digital Transformation
[RESEARCH REPORT] The 2016 State of Digital Transformation[RESEARCH REPORT] The 2016 State of Digital Transformation
[RESEARCH REPORT] The 2016 State of Digital TransformationAltimeter, a Prophet Company
 
Global Human Capital Trends 2016
Global Human Capital Trends 2016Global Human Capital Trends 2016
Global Human Capital Trends 2016Deloitte Portugal
 
Global Human Capital Trends 2016
Global Human Capital Trends 2016Global Human Capital Trends 2016
Global Human Capital Trends 2016VALUES & SENSE
 
Deloitte_Global Human Capital Trends 2016
Deloitte_Global Human Capital Trends 2016Deloitte_Global Human Capital Trends 2016
Deloitte_Global Human Capital Trends 2016Ethos Media S.A.
 
EN_ADP_WP_GlobalizationofHR_V6
EN_ADP_WP_GlobalizationofHR_V6EN_ADP_WP_GlobalizationofHR_V6
EN_ADP_WP_GlobalizationofHR_V6Christine Sauvaget
 
Does This Make My Process Look Fat
Does This Make My Process Look FatDoes This Make My Process Look Fat
Does This Make My Process Look FatNat Evans
 
Solving the digital skills gap
Solving the digital skills gap   Solving the digital skills gap
Solving the digital skills gap Patrick Naughton
 
2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders2022, challenges and opportunities for leaders
2022, challenges and opportunities for leadersAna Ber
 
The 2016 State of Digital Transformation - Altimeter
The 2016 State of Digital Transformation - AltimeterThe 2016 State of Digital Transformation - Altimeter
The 2016 State of Digital Transformation - Altimeter42medien
 

Similaire à Why the HR Service Center is Critical to Digital Transformation (20)

Accenture-Strategy-Digital-Workforce-Future-of-Work
Accenture-Strategy-Digital-Workforce-Future-of-WorkAccenture-Strategy-Digital-Workforce-Future-of-Work
Accenture-Strategy-Digital-Workforce-Future-of-Work
 
Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016Forbes Insights - Human Capital Management-REPORT- August 2016
Forbes Insights - Human Capital Management-REPORT- August 2016
 
6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy6 best practices to get started on a digital HR strategy
6 best practices to get started on a digital HR strategy
 
People — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital InnovationPeople — Not Just Machines — Will Power Digital Innovation
People — Not Just Machines — Will Power Digital Innovation
 
deloitte-high-impact-hr-operating-model
deloitte-high-impact-hr-operating-modeldeloitte-high-impact-hr-operating-model
deloitte-high-impact-hr-operating-model
 
Digital transformation - DS People Dynamic September 2016
Digital transformation - DS People Dynamic September 2016Digital transformation - DS People Dynamic September 2016
Digital transformation - DS People Dynamic September 2016
 
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
2024 VISIER_WORKPLACE_TRENDS FINAL (tham khao)
 
Transforming today’s workforce
Transforming today’s workforceTransforming today’s workforce
Transforming today’s workforce
 
[RESEARCH REPORT] The 2016 State of Digital Transformation
[RESEARCH REPORT] The 2016 State of Digital Transformation[RESEARCH REPORT] The 2016 State of Digital Transformation
[RESEARCH REPORT] The 2016 State of Digital Transformation
 
Global Human Capital Trends 2016
Global Human Capital Trends 2016Global Human Capital Trends 2016
Global Human Capital Trends 2016
 
Global Human Capital Trends 2016
Global Human Capital Trends 2016Global Human Capital Trends 2016
Global Human Capital Trends 2016
 
Deloitte_Global Human Capital Trends 2016
Deloitte_Global Human Capital Trends 2016Deloitte_Global Human Capital Trends 2016
Deloitte_Global Human Capital Trends 2016
 
Digital transformation guide and checklist 2020
Digital transformation guide and checklist 2020 Digital transformation guide and checklist 2020
Digital transformation guide and checklist 2020
 
EN_ADP_WP_GlobalizationofHR_V6
EN_ADP_WP_GlobalizationofHR_V6EN_ADP_WP_GlobalizationofHR_V6
EN_ADP_WP_GlobalizationofHR_V6
 
Does This Make My Process Look Fat
Does This Make My Process Look FatDoes This Make My Process Look Fat
Does This Make My Process Look Fat
 
Solving the digital skills gap
Solving the digital skills gap   Solving the digital skills gap
Solving the digital skills gap
 
IT Talent Strategy
IT Talent StrategyIT Talent Strategy
IT Talent Strategy
 
2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders2022, challenges and opportunities for leaders
2022, challenges and opportunities for leaders
 
HBR article - Digital mindset.docx
HBR article - Digital mindset.docxHBR article - Digital mindset.docx
HBR article - Digital mindset.docx
 
The 2016 State of Digital Transformation - Altimeter
The 2016 State of Digital Transformation - AltimeterThe 2016 State of Digital Transformation - Altimeter
The 2016 State of Digital Transformation - Altimeter
 

Dernier

RAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIRAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIUdaiappa Ramachandran
 
20200723_insight_release_plan
20200723_insight_release_plan20200723_insight_release_plan
20200723_insight_release_planJamie (Taka) Wang
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintEmpowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintMahmoud Rabie
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IES VE
 
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1DianaGray10
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfDaniel Santiago Silva Capera
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesThousandEyes
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesMd Hossain Ali
 
Things you didn't know you can use in your Salesforce
Things you didn't know you can use in your SalesforceThings you didn't know you can use in your Salesforce
Things you didn't know you can use in your SalesforceMartin Humpolec
 
PicPay - GenAI Finance Assistant - ChatGPT for Customer Service
PicPay - GenAI Finance Assistant - ChatGPT for Customer ServicePicPay - GenAI Finance Assistant - ChatGPT for Customer Service
PicPay - GenAI Finance Assistant - ChatGPT for Customer ServiceRenan Moreira de Oliveira
 
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online CollaborationCOMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online Collaborationbruanjhuli
 
Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024SkyPlanner
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesDavid Newbury
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemAsko Soukka
 
Introduction to Quantum Computing
Introduction to Quantum ComputingIntroduction to Quantum Computing
Introduction to Quantum ComputingGDSC PJATK
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfAijun Zhang
 
Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?SANGHEE SHIN
 
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataCloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataSafe Software
 

Dernier (20)

RAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AIRAG Patterns and Vector Search in Generative AI
RAG Patterns and Vector Search in Generative AI
 
20200723_insight_release_plan
20200723_insight_release_plan20200723_insight_release_plan
20200723_insight_release_plan
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 
Empowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership BlueprintEmpowering Africa's Next Generation: The AI Leadership Blueprint
Empowering Africa's Next Generation: The AI Leadership Blueprint
 
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
IESVE Software for Florida Code Compliance Using ASHRAE 90.1-2019
 
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
 
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyesHow to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
How to Effectively Monitor SD-WAN and SASE Environments with ThousandEyes
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
 
Things you didn't know you can use in your Salesforce
Things you didn't know you can use in your SalesforceThings you didn't know you can use in your Salesforce
Things you didn't know you can use in your Salesforce
 
PicPay - GenAI Finance Assistant - ChatGPT for Customer Service
PicPay - GenAI Finance Assistant - ChatGPT for Customer ServicePicPay - GenAI Finance Assistant - ChatGPT for Customer Service
PicPay - GenAI Finance Assistant - ChatGPT for Customer Service
 
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online CollaborationCOMPUTER 10: Lesson 7 - File Storage and Online Collaboration
COMPUTER 10: Lesson 7 - File Storage and Online Collaboration
 
Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
Bird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystemBird eye's view on Camunda open source ecosystem
Bird eye's view on Camunda open source ecosystem
 
Introduction to Quantum Computing
Introduction to Quantum ComputingIntroduction to Quantum Computing
Introduction to Quantum Computing
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdf
 
Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?Do we need a new standard for visualizing the invisible?
Do we need a new standard for visualizing the invisible?
 
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial DataCloud Revolution: Exploring the New Wave of Serverless Spatial Data
Cloud Revolution: Exploring the New Wave of Serverless Spatial Data
 

Why the HR Service Center is Critical to Digital Transformation

  • 1. 2 3 4 5 6 7 81 By embracing the right mix of service delivery model and digital technology, the human resources function can increase its organizational value while empowering a productive workforce. April 2016 WHY THE HR SERVICE CENTER IS CRITICAL to Digital Business Transformation Digital business means more than technology. Successful, ongoing transformation requires strong leadership that recognizes and fosters the real goals of digital business: amazing your customers, enabling new revenue streams, attracting and retaining the best talent, and innovating throughout the organization in ways that improve efficiency, support compliance, and mitigate risk. In this article, we examine the significant role HR plays in an organization’s digital strategy and success, as well as the crucial mindsets, processes, and tools needed to deliver a next-generation service center. EXECUTIVE SUMMARY
  • 2. 1 3 4 5 6 7 82 W hen we hear the term “digital,” we naturally think of technology. Technology is a great enabler, but digital transformation is really a business philosophy and leadership strategy. Companies that embrace digital are laser-focused not on technology per se, but on customer experience, business-model transformation, employee engagement, and operational innovation. Their success depends on great leadership, and HR is uniquely poised to play a key role in these digital transformations. As George Westerman, co-author of Leading Digital: Turning Technology Into Business Transformation, says: “Leaders in digital mastery understand that digital is not a technology challenge. It’s an opportunity to transform their businesses. And they take steps to actively drive transformation.” Is HR taking the necessary steps to actively drive this transformation in your company? Modern enterprises are leveraging digital innovations across their organizations to ensure they’re competitive and ready to seize new opportunities. Companies that stick with “the way we’ve always done it” will be left behind. Gartner’s 2015 Digital Business Survey, for example, found that “32% of leaders at organizations with $250 million or more in annual revenue said they have a business that is a digital business, up from 22% in the same survey last year,” according to a Sept. 2, 2015, Gartner press release, “Gartner Survey Shows Digital Business Leaders Are Pulling Ahead of the Pack.” The same survey found that “a widening gap is forming between organizations already undertaking digital business initiatives versus those only in the planning stage.” While technology is a key enabler of digital transformation, it is not the core driver. The purpose of digital transformation is to improve customer experience, enable business model transformation, enhance employee engagement, and drive operational innovation. A key tenet of success for all of these initiatives is unlocking human productivity within the enterprise, and this is why HR is so important to digital business success — HR is responsible for employee productivity, empowerment, and engagement. WHY THE HR SERVICE CENTER IS CRITICAL April 2016 What It Means to Be a ‘Digital Master’ George Westerman, a research scientist with the MIT Initiative on the Digital Economy and co-author of Leading Digital, has this to say about leadership and digital transformation: “Digital masters excel in two dimensions. They use digital technology to fundamentally change their customer experiences, internal operations, or business models. More importantly, they have the leadership capabilities to drive transformation in the company. These companies are adept at using new technologies to overcome old barriers and create new opportunities. ... “ ... Leaders in digital mastery understand that digital is not a technology challenge. It’s an opportunity to transform their businesses. And they take steps to actively drive transformation. “ ... To play your role in leading digital transformation, focus on three things: vision, engagement, and governance. Create a vision of how your firm will be radically different because of technology.”
  • 3. 1 2 4 5 6 7 83 While HR has a critical role to play in digital transformation, the traditional, siloed HR service delivery model wasn’t built to foster the innovation and scalability that the digital business environment demands. Moreover, we haven’t equipped our HR teams with the modern tools and processes needed to improve efficiency and productivity — and increase the value they’re delivering to the rest of the company as a result. HR and IT are being compelled to work even more closely together, in new and innovative ways, to drive digital initiatives. Winning the digital battle means attracting and retaining the best talent. The expectations of the millennial generation demand that companies provide amazing employee experiences. Given this, HR leadership teams must spend less time on administrative tasks and more time sourcing, enabling, and nurturing the best talent. Employees increasingly are seeking technology- enabled and collaborative workplaces. In a recent global digital business study conducted by MIT Sloan Management Review and Deloitte, more than three-quarters of respondents said it was either very important (58%) or extremely important (20%) to them to work for “an organization that is digitally enabled or a digital leader.” And this trend isn’t limited to younger employees. The study notes that employees across all age groups want to work for businesses that are deeply committed to digital progress. Company leaders need to bear this in mind in order to attract and retain the best talent. HR has an increasingly important role to play in fulfilling those expectations for current and prospective employees. What follows are the key strategies for doing so. WHY THE HR SERVICE CENTER IS CRITICAL April 2016 The Far-Reaching Impacts of Digital Business Digital business transformation is happening now. Consider that the number of chief digital officers (CDOs) doubled in 2013 to 500 globally, and again in 2014 to 1,000 worldwide, according to the CDO Club. That group expects CDO head count to double again in 2015 to 2,000 digital executives globally. This represents a highly strategic shift to ensure competitiveness and innovation in a modern business climate where change and disruption are virtually constant. HR should not be an outlier in an organization’s digital transformation. Instead, it should be a driving force behind digital transformation. Consider the three primary characteristics of a digitally transformed business, according to the 2015 Digital Business Study conducted by MIT Sloan Management Review and Deloitte. These organizations are: • Improving processes • Engaging talent organization-wide • Driving new business models Those first two, in particular, should resonate with HR professionals. HR has a particularly important role to play in recruiting and retaining the talent needed for digital business success, and that talent is increasingly expecting the best technologies and digital experiences. In the MIT/Deloitte survey, 91% of respondents said digital technologies have the potential to fundamentally transform the way people in their organization work. Just 43%, however, were satisfied with their organization’s reaction to current digital trends.
  • 4. 1 2 3 5 6 7 84 Stop Drowning in Post-its and Paperwork and Become a Digital Business Enabler HR has always had to meet a range of business needs and regulatory demands. For example, a global company with employees spread across multiple locations must manage rules governing healthcare benefits that vary country by country and state by state. It’s these sorts of diverse business needs and regulatory demands that make it challenging for HR to standardize and streamline. This challenging environment has fueled the traditional image of an HR professional’s office with overstuffed file cabinets, reams of paperwork, and wall-to-wall sticky notes. Even as increasing amounts of that paperwork have become digitized, the attendant administrative and organizational complexity has remained in place: overstuffed email inboxes, siloed applications that hinder collaboration, and clunky user interfaces that frustrate employees. How does HR meet these longstanding challenges while becoming a strategic enabler of the digital workplace? Two crucial steps are required. Getting these two things right will enable HR business partners, HR centers of excellence, and the HR leadership team to focus on strategic initiatives that build amazing cultures and nurture the top talent required to be a digitally innovative company. Step 1: Standardize and Operationalize HR With a Tiered Shared Services Delivery Model If you can standardize a repeatable process, do it. This will help improve HR administration of common but necessary requests and transactions that monopolize too many HR resources. In doing so, you’ll improve employee satisfaction and productivity, not just within HR but throughout the organization. Moreover, you’ll cut down on the bureaucracy that slows everyone down and doesn’t support a thriving digital workforce. That red tape is very real: The “2013 HR WHY THE HR SERVICE CENTER IS CRITICAL April 2016 Tiered Shared Services Delivery Model Mercer, in its report titled ”It’s Time for the Next Generation HR Service Delivery Model,” recommends that next-generation HR have a productive and efficient operational layer that creates a strong foundation for the strategic layer of HR business partners, HR centers of expertise, and HR leadership. This approach depends upon a tiered model for shared services. The tiered shared services model has become an industry standard and is absolutely crucial for HR success. The vast majority of day-to-day HR transactions, routine requests, service delivery to employees and managers, reporting, vendor management, and on-demand support for line managers on everyday people matters should ultimately fall under the purview of shared services, according to Mercer. High levels of automation are made possible as a result of standardizing common workflows and processes. Service delivery should be built around the expectation that 90 of every 100 inquiries or transactions should be handled by automated service or shared service agents, advises Mercer. The remaining 10 inquiries that can’t be properly handled by one of the first two tiers would then be escalated to a shared services specialist or referred to a center of excellence. This ensures that the most skilled and highly trained HR resources— which are typically the most expensive as well — aren’t misspent on cases that don’t require their level of expertise. The component tiers of shared services are: Tier 0: Automated service Tier 1: Shared services agents Tier 2: Shared services specialists
  • 5. 1 2 3 4 6 7 85 Service Delivery and Technology Report” from Towers Watson found that the majority of companies (56%) required HR approval for every common HR transaction, and 25% of organizations required three levels of manager approval for common transactions. Of course, HR professionals know the necessity of following due process and protecting both the employee and the organization. Standardizing as many of those workflows and transactions as possible, however, increases agility and efficiency. The most effective model for doing this at scale is a shared services delivery model. Step 2: Enable Employee Self-Service in the Right Way Along with increased automation, HR can better drive digital initiatives by letting employees help themselves. Whether they’re looking for a company policy, updating their benefits information, or checking their vacation time, today’s employees should not have to call an HR business partner — or even be in the office — to do so. That’s a part of delivering an excellent employee experience that drives engagement and productivity. That’s not how HR self-service portals have historically worked, however. They’ve frequently been intranet-based, requiring employees to be logged in to the corporate network to access them, instead of being available whenever and wherever people need them. In addition to being available anywhere, anytime, HR portals must be intuitive to use. The lack of intuitiveness has been the downfall of most HR portals: Often they were built by IT departments that didn’t understand the user experience. Self-service tools should be as intuitive as the mobile apps we use to run our personal lives. Another downfall of HR portals has been having too many — one for benefits, another for payroll, another for holiday entitlements. That’s because while HR has one title, it serves many functions: performance management, total rewards, benefits, talent acquisition, and so on. These functions have traditionally been managed in a siloed manner, but employees ultimately don’t think of HR that way: They just know they need to get something done, and they expect to do so in a single place. Giving employees access to all HR services through a unified portal is critical to success and can keep that complexity hidden from the rest of the company. We must improve employee self-service interactions with human-centric, mobile-friendly, and intuitive user experiences. This is what talent expects in the digital workplace. If they don’t find it in your organization, they’ll seek it elsewhere. The Critical, Strategic, and Technological Enablers of HR’s Digital Transformation With those two fundamental goals in mind, it’s important to put in place the right technology to enable HR’s strategic vision. As Mercer notes in its report titled “It’s Time for the Next Generation HR Service Delivery Model,” “Too often organizations overlook the functionality required of technology to match their vision.” Here are the four foundational pillars to look for: 1. Workflow Automation The administrative or operational layer of HR must support a plethora of requests and policies, often on a recurring basis. It’s an indispensable part of the HR function, but it is also one of the most time-consuming. Automating these repeatable processes is a significant step in becoming a more valuable business partner and digital leader. WHY THE HR SERVICE CENTER IS CRITICAL April 2016 25% of organizations required three levels of manager approval for common HR transactions. — Towers Watson
  • 6. 1 2 3 4 5 7 86 Early efforts to digitize and streamline these workflows often came up short, especially when they were built on top of platforms developed for departments other than HR. HR portals were supposed to enable this type of workflow automation and self-service but frequently came up light on functionality. Moreover, they sometimes required a level of technical sophistication that’s not typically part of an HR professional’s skill set. Technology solutions that enable automation are most effective when they include rich functionality built specifically for HR. Today’s tools can do just that, giving nontechnical people easy-to-use, drag-and-drop functionality for creating new workflows when they recognize repeatable processes — no coding necessary. Automating as many of the standard, recurring requests and transactions HR must handle on a daily basis helps make both HR and employees throughout the organization happier and more productive. Workflow automation is perhaps the No. 1 enabler of a successful shared services delivery model; in fact, the “2015 Annual State of the Shared Services Industry Report” from SSON lists workflow management as the most common enabling technology that shared services organizations plan to deploy in the next three years as part of a broader digital transformation. You can simplify the transition to a robust, automated layer of the shared services model (Tier 0) with rich, best practice content that’s purpose-built for common HR workflows, such as new-hire onboarding, benefits enrollment and management, and payroll. It’s great when this content comes with ready-to-use, HR-specific templates, but, of course, you’ll want the ability to customize this content to your organization’s specific needs and workflows. 2. Social Collaboration Technology should enable real social collaboration — not the hand-it-off approach that moves collaboration out of HR systems and into chat, email, phone calls, file sharing, project management, and other siloed tools. This consideration is especially true for HR professionals and the sensitive nature of information they handle, whether in employee-HR interactions or internal HR-to-HR collaboration. The latter often involves working in conjunction with several other departments, too. Take the case of an office harassment incident. Resolving the case will require several people to work closely together, including the line managers of the employees involved, legal, and the HR representative assigned to manage the case. In other words, the case will have multiple owners. It could even have multiple originators, such as in a situation where more than one employee accuses the same manager of misconduct. You need the ability to bring teams of people together to collaborate and contribute to the case in a single environment, without bumping social collaboration into other nonintegrated channels. This becomes especially important as we consider matters of security, privacy, and compliance. Yet when we really think about service-oriented interactions where a ticket or case is created, so much of the collaboration happens behind the scenes rather than in an integrated fashion within the ticket or case management system itself. The proliferation of everything from email and instant messaging to cloud services like Dropbox to newer apps like Slack — all amplified exponentially by mobility — has made it easier for people and teams to work from just about WHY THE HR SERVICE CENTER IS CRITICAL April 2016 Workflow automation is perhaps the No. 1 enabler of a successful shared services delivery model.
  • 7. 1 2 3 4 5 6 87 anywhere at any time. But HR needs a single, purpose-built tool that enables social collaboration while ensuring data privacy and supporting its compliance obligations effectively and efficiently. 3. Security and Data Privacy Your service interactions must protect sensitive employee and corporate data. If you have a VIP or other unique individual, for instance, there might only be two or three people in your entire organization who are cleared to work on that person’s case. You need a more granular model for managing privacy and visibility of cases, one that empowers HR to protect privileged information. In this scenario, a VIP’s case might still be viewable to others, but sensitive data, such as an address and phone number, would be blocked out. Information security remains a hot topic, but it’s commonly treated as an IT issue rather than an HR concern. Yet, for the IT department, there often isn’t a lot of inherently sensitive data in its help desk tickets or other internal workflows. Instead, IT is typically focused on managing external risks and threats that could lead to data breaches from outside the corporate environment. This is, of course, an important priority, but HR must handle internally sensitive data on a regular and case-specific basis. 4. Compliance and Auditability Proper risk management protects both the organization and its employees, and ensures due process in challenging WHY THE HR SERVICE CENTER IS CRITICAL April 2016 4 Features of User-Friendly Self-Service HR HR self-service portals sometimes lack the necessary functionality to be as effective as possible and fulfill automation’s promise of increased productivity and efficiency. This includes the user interface and user experience: If your portal looks and feels like a clunky corporate intranet from the first dot-com boom, it simply isn’t meeting the needs and expectations of a digital workforce. Consider four key fundamentals of self-service done right: 1. Not Just Mobile Friendly, but True Multiplatform Are your self-service tools optimized for true multiplatform use? This should include both native mobile apps (iOS and Android) and mobile Web (HTML5) access to ensure that your self-service tools are highly accessible and usable across a wide range of device types and screen sizes. Moreover, your self-service tools must offer the same capabilities on any device type, with user experience optimized for the platform, whether it’s desktop, phone, or tablet. 2. Human-Centric Design Invest in rich content, intuitive design, and easy-to-use features. If your employees can’t or won’t use your self-service tools because of complexity or slow or nonloading features, that’s not their problem — it’s HR’s problem. 3. Make Self-Service Truly Digital Digitize everything you can with automated workflows and electronic forms. While there may be company-specific workflows where this isn’t possible, keep employees in the digital experience from end to end. For example, don’t ask them to print out a PDF form and fax it. 4. One HR There should be one portal to go to for every HR request, including employee benefits, total rewards, HR administration, and other tasks.
  • 8. 1 2 3 4 5 6 7 8 situations. Siloed communications and tools have hampered proper risk management in the past. That’s another reason social collaboration combined with granular security and privacy controls is so important. Together, they create efficient, readily available information trails for compliance, audit, and legal purposes. This is particularly true because compliance and auditability responsibilities touch so many different areas of an organization; compliance and audit-related work commonly requires interdepartmental collaboration. There are many scenarios where a centralized, streamlined storage-and-retrieval process is ideal for such purposes, but let’s consider one in particular: A terminated employee has filed a lawsuit for wrongful dismissal. In such situations, HR needs to very quickly be able to pull together all of the communications and other records related to that case for presentation in court or other legal proceedings and show that the company followed the appropriate processes at each stage. This protects the organization, HR, and the employee. When managing this type of case, or any audit scenario or discovery process, HR must be efficient, organized, and secure. You may be asked to produce forms, documentation, emails, and activity journals relevant to the case — and to do so in timely fashion. It’s important to store this data both centrally and securely, in a way that meets your regulatory and legal responsibilities and also protects the organization and its employees. Bottom Line As digital transformation becomes the norm, HR has a vital role to play in streamlining workflows and nurturing the people needed for digital innovation and success. HR has always played a crucial role in fostering the talent that’s working to achieve the greater organizational mission. That’s truer than ever today, and HR is uniquely positioned to unlock the increasing potential for employee productivity and the modern user experiences necessary for the pillars of digital business: customer experience, business-model transformation, employee engagement, and operational innovation. The right blend of shared services delivery, automation, digital tools, and strategic vision will help ensure that HR leads not just a single digital initiative but an ongoing, company-wide transformation that continuously meets the demands of a rapidly changing world. ■ WHY THE HR SERVICE CENTER IS CRITICAL April 2016 1603135 Find more information on empowering your workforce and automating your HR process at www.bmc.com/HRcase.