High-Impact HR: Building a Business-Driven HR Organization

High Impact HR 2015
Delivering on the Promise
of Talent-Driven Business Value
Josh Bersin
Principal and Founder
Bersin by Deloitte
November, 2014

Who We Are
Global provider of leading practices, trends, and benchmarking research in talent
management, learning, and strategic HR.
6 Research Areas
• Human Resources
• Leadership Development
• Learning & Development
• Talent Acquisition
• Talent Management
• Tools & Technology
Integrated Membership Offering
• WhatWorks® Membership: Research, Tools, Education, Consulting
• IMPACT: The industry’s premiere conference on the Business of Talent
• Advisory Services & Consulting
Human
Resources
Leadership
Development
Learning &
Development
Talent
Acquisition
Talent
Management
Tools &
Technology

Create competitive
advantage through
strategic
investments in
technology
• HR Operations
Technology
• Learning
Technology
• Talent
Acquisition
Technology
• Talent
Management
Technology
• Technology
Strategy &
Execution
Bersin Practices and Subject Areas
Bersin by Deloitte’s Research Library
Create highly
effective HR
organizations
• Engagement
• HR & Talent
Analytics
• HR Organization
& Governance
• HR Strategy &
Benchmarking
• HR Tools &
Technology
• Rewards &
Recognition
• Services &
Programs
Build the right
skills for a
successful
organization
• Content
Development
• Informal Learning
• Learning Culture
• Learning
Measurement
• Learning
Programs
• Learning
Technology
• Organization &
Governance
• Performance
Consulting
Drive leadership
programs with
bottom line
impact
• Executive
Development
• HiPo
Development
• Leadership
Competencies
• Leadership
Development
Evaluation
• Leadership
Development
Solutions
• Leadership
Organization &
Governance
• Leadership
Strategy
Deliver bottom
line benefits of
integrated talent
• Career
Management
• Competency
Management
• Performance
Management
• Succession
Management
• Talent
Management
Systems
• Talent Strategy
• Workforce
Planning
Source, recruit,
and onboard
the very best
• Employment
Branding
• Hiring &
Onboarding
• Screening &
Interviewing
• Sourcing &
Recruiting
• Talent
Acquisition
Strategy
• Talent
Acquisition
Technology
Human
Resources
Learning &
Development
Leadership
Development
Talent
Management
Talent
Acquisition
Tools &
Technology
Content and Service Providers

Copyright © 2013 Deloitte Development LLC. All rights reserved.
Content
Research Driven Methodology
The WhatWorks® Methodology
Analysis. Insights. Results… How Our Research Makes Us Unique
In-Depth
Interviews and
Case Studies
Identify trends,
benchmarks and
processes which drive
highest levels of impact
WhatWorks®
Broad Surveys
and Data
Analysis
Extensive Vendor
and Market
Analysis

Quick access to research and tools
• An integrated set of data-driven research and tools for problem solving,
benchmarking, vendor selection, and professional development.
• “Product” = content, technology and service
Industry Studies
High-impact best
practices and solution
provider research
Factbooks®
Benchmarking
metrics and data
for comparison to
industry norms
Case Studies
In-depth look at an
organization’s approach
to specific challenges
Frameworks
Structure illustrating
interrelation of key processes
Research Bulletins
Updates on vendors,
market trends, and new
best practices
Maturity Models
Framework for assessing an
organization’s level of
sophistication in given areas
Webcasts & Tools
Webinars on the latest talent,
learning, and HR issues.

Human Resources© Framework
B e r s i n b y D e l o i t t e
HR Strategy & Business Plan
Audiences & Stakeholders
Internal Leadership • Management • Employees • Hourly • Contractors • Consultants
External Candidates • Labor Unions • Government • Retirees • Alumni
HR Measurement & Analytics
People Culture & Performance
HR Technology & Infrastructure
HR Organization & Governance
HR Service Models
Core Services Talent Management Strategic Enablement
Design
Delivery
Services
Competency Management
Talent Acquisition
Total Rewards
Performance Management
Learning & Development
Career Management
Leadership Development
Succession Management
Payroll & Compensation
Benefits & Wellness
Compliance & Legal
Time & Attendance
Resource Planning
Employee Relations
HR Reporting
Onboarding
Workforce Planning
Global Workforce Management
Organizational Design
Global Inclusion & Diversity
Workforce Analytics & Measurement
Change Management
Engagement Strategies
Business Advisor & Coach
Centers of Excellence
Shared Services
HR Business Partnership
Change Management
Helpdesk
Portals
Outsourcing
HR Vision • HR Mission • HR Goals • HR Philosophy • HR Business Plan
HR Metrics • Benchmarking • Operational HR Measures • Business Measures • Scorecards
Values • Principles • Global Awareness • People Brand • Business Outcomes

Incidental Training
High-Impact Learning Organization
® Maturity Model
Source of Ad-hoc Job Support • Mentoring & Apprenticeship •
Emerging Need for Professional Training • SME-Focused
Level 1
Training & Development Excellence
Source of Designed Instruction • Evolving Governance & Operations •
Improving L&D Core Processes • Program-Focused
Level 2
Talent & Performance Improvement
Source of Talent Development & Performance Consulting • Integrated with HR/TM •
Improving Alignment • Process & Tech Focus
Level 3
Organizational Capability Development
Source of Business Performance Capability & Learning Agility •
Business Executive–Driven • Cultural & Systemic Focus
Level 4
B e r s i n b y D e l o i t t e

Top Global Talent Priorities
% Rated “Urgent” or “Important” in Asia
78%
78%
75%
75%
71%
70%
69%
67%
62%
60%
74%
89%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Leadership Gaps
Retention & Engagement
Reskilling HR
Talent Acquisition & Access
Workforce Capabilities
Talent & HR Analytics
Globalized HR & Talent Management
Integrated HR Technology
Reinvent L&D
Fix Performance Management
The Overwhelmed Employee
Diversity & Inclusion
Deloitte Global Human Capital Trends Research, n=2500, 2/2014
Areas of Biggest
Capability Gap
32% Urgent
24% Urgent
22% Urgent
18% Urgent
21% Urgent
22% Urgent

The Original Idea of Integrated Talent
Management
• Slow Response to Changing Business Needs
− Inability to identify current and future talent gaps
− Hiring strategy and development planning not in sync
− No clear picture of future “talent profile”
− Leadership pipelines in jeopardy
• Disconnected Decision Making
− Data and processes not integrated
− Talent not shared across business units
− Learning plans not linked to assessments and skills gaps in current talent pool
− Lack of visibility into talent gaps
• Not responsive to Employee Demands
− Employees want career development
− Defined career paths and competencies not clear and consistent
− Talent mobility difficult during change
− Managers still the weakest link in organizational performance
• Administratively Intensive
− Data entry is repetitive
− High volume of manual work to complete HR review processes
− Difficult to obtain executive-level talent information
− Hard to plan for the future
Traditional Silos of HR
Learning & Development
Sourcing & Recruiting
Leadership Development
Succession Planning
Workforce Planning
Compensation - Benefits

Attracting &
Job
Acquiring Talent
Networks Brand
Managing &
College Recruiting Alumni Programs
Developing Talent
Partners
Extending
Talent
Employment Brand Social Sourcing
Talent Networks Mobile Job Sites Candidate
Diversity &
Inclusion
Engagement
Retention Mgt
HIPO Assessment Professional
Management
Development Career
Segmentation
Understanding &
Planning Talent
Marketing
External Brand Work Environment
Mission and Values
Work-Life Balance
Rewards
Recognition
Performance
Management
Goal Setting
Career
Management
Leadership
Development
Career Mgt
Technical Career
Mgt
Contract Labor
Talent Networks
Supply Chain of
Analytics Skills Workforce
Planning
L&D
Coaching
Certification
LinkedIn
Glassdoor
Reputation
Suppliers
Assessments
MOOCs, Content Data Providers
Providers
Lattice
Academia
Partners
How Talent Issues Work Today:
Everything is Connected
Hourly Work
Policies

Talent Imperatives for 2015
Driving
Performance &
Development
Assessing &
Improving
Corporate
Culture
Accelerating
Time to
Competency
Improving
Management &
Leadership
Delivering and
Managing
Employment Brand
Planning &
Analyzing
Talent
Improving
Career & Talent
Mobility
Improving Speed
and Quality of Hire
Driving
Engagement
and Retention
Diversity & Inclusion, Work Environment, Purpose, Values, and Mission

97%
Of HR professionals report their HR
organization stays within budget… yet…
Source: Bersin by Deloitte High Impact HR Research 2014

Yet, HR Professionals Don’t Believe Their
Functions are Driving Impact
28%
30% FEEL HIGHLY
STRONGLY
BELIEVE THEY
HAVE A
REPUTATION FOR
SOUND BUSINESS
DECISIONS
CONFIDENT THAT
THEY ARE
EFFICIENT
22%
FEEL CONFIDENT
THAT THEY ARE
ADAPTING TO
EMPLOYEE NEEDS
WELL
20%
FEEL THAT THEY ARE
ADEQUATELY
PLANNING HR FOR
THE COMPANY’S
FUTURE NEEDS

Challenges for Modern HR
• Need to develop leaders at all levels, globally and locally
• Younger workforce than ever before, with new and
Responsiveness & Coordination
different demands
• Broader spans of control and global teams
• Low levels of engagement, high competition for top talent
• Technology still not integrated, analytics not mature
• Innovation and success demands collaboration and
engagement
• Performance management weak, succession weak
• CEOs and CXOs demand HR to “solve talent problems”

Management Skills are Lacking
Fewer than 10% of organizations are “excellent” in every area
6%
Aligning and setting expectations and goals
Supporting employee engagement
Attracting top talent
Responsiveness & Coordination
12%
32%
32%
33%
32%
13%
21%
19%
5%
5%
5%
4%
3%
5%
9%
0 5 10 15 20 25 30 35
Identifying and developing leaders
Managing performance problems
Coaching and developing people
Onboarding new staff
Assessing and selecting the right
candidates
Excellent Poor or Below Avg

Weaknesses in HR Operations
Particularly weak on supporting the workforce, change, adaptability
Consistently stays within budget.
Advises top leadership on important strategic decisions.
Makes an impact on organizational success.
Supports our companys ability to respond quickly to
change.
Consistently meets its departmental goals
Adapts quickly to our companys changing business
strategy.
Has a reputation for making smart, strategic decisions.
Operates efficiently.
Supports our workforce effectively.
Copyright © 2014 Deloitte Development LLC. All rights reserved
23%
22%
36%
31%
30%
28%
35%
44%
42%
55%
58%
0% 10% 20% 30% 40% 50% 60%
Adapts quickly to our employees changing needs.
High-Impact
Top 30%
49%
40%
36%
36%
36%

Time to Transform HR
72%
8% RATED THE NEED TO RESKILL,
REORGANIZE, AND TRANSFORM
FEEL THEY HAVE ROBUST
PROGRAMS TO HELP IN
TRANSFORMING THE
HR FUNCTION
HR AS A HIGH PRIORITY

Our High-Impact HR Research
• Detailed survey conducted in 2013-4 on structure,
roles, and governance of HR:
− CHRO background
− Organization structure
− Level of specialization
− Use of technology
− Training of HR teams
− External intelligence gathering
− Level of HR “independence”
− Use of analytics
− Talent management solutions
− Use of standards
• Evaluated impact on customer service, profitability,
responsiveness, time to market, HR responsiveness,
HR adaptability, and all talent practices (staffing,
engagement, performance, leadership, training)

What We Observed: The Four Phases
Changing Drivers for Transformation
Personnel
Department
Control
Operational HR
Serve Staff
Automate
Integrated Talent
Management
Enable Decisions
and Management
Business-Driven
HR
Support Business
Plan for the Future
Stage 1:
Efficiency
Stage 2:
Effectiveness
Stage 3:
Responsiveness
and Agility

What Drives Performance?
HR can impact business performance
HR Performance
Meets Goals / Efficient
Organization
Performance
Customer Satisfaction
Responsiveness
Efficient Operations
Cost Control
Time to Market
Wins in Market
Achieves Goals
Leader Skills
Capability
Decision Making
Communicating Vision
Adapts
Supports Change
Decision Making
Management
People Skills
Attract / Assess / Select
Onboard
Align / Goal Set / Coach
Develop
Leader skills drive
performance
22%
HR operations
drives performance
7%
Manager people d
skills drive
performance
8%
HR can improve Leadership skills, its own performance, and Managers’ people
skills…with the potential to impacting up to 37% of business outcomes

Key Findings of High-Impact HR:
A more “distributed” and “intelligent” approach to HR drives greater impact
1. Specialization & Skills Devt
− Generalists are specialists
− Training and continuous development culture
− Networks of expertise, not centers
2. Empowered Business Partners
− Senior business experience, consultative
− Embedded in business
− Specialized in role
3. Talent COEs Extend into Business
− Collecting information and creating frameworks
− Coordinated decision making, sharing expertise
− Federated in structure (ie. Learning, staffing)
4. Standard Infrastructure & Vendors
− Standard systems and data governance
− Easy to use employee facing systems
− Mobile, design-centric systems
5. External Intelligence, Research,
and Sharing Best Practices
− Team or person focused on external world
− Practices, data, vendors, benchmarks
− Looking forward not backward
6. Data, Planning, & Talent
Analytics
− Cleaned-up HR data management
− Level 3, 4 talent analytics capability
− Performance consulting, not just reporting
7. Innovative HR Solutions
− New unique approaches
− Use uniqueness of culture
8. A Bold CHRO
− Push for change and innovation
− Reward innovative solutions
− Examine business for world class solutions

Evolution of HR Structure
From Centralized to Rationalized to Optimized
Service delivery optimized
efficiency, service delivery,
Small to Mid Sized
Organization
Business Reach and Impact
“Anarchy”
Uncoordinated
HR staffs, tools,
vendors, consultants
Large Global
Organization
“Rationalized”
Efficient
Standard platforms
Roles defined
Focus: Platforms,
role clarity
Rationalized
HR Service
Delivery
Optimized
Business-
Integrated
HR
“Business Optimized”
Federated: Coordinated
Intelligent at the end nodes
Highly trained and
empowered HR partners
External intelligence and
networks of expertise
Focus: Talent, Leadership,
Management, Global
Localization
Centralized
HR

HR Roles – Specialization is Key
• Centers of Excellence “Networks of Expertise”
− Create standard frameworks and standard tools and vendors, and directly support
specialists in their COE.
− COE’s directly assign themselves to business units, with specialists who can tailor and
customize programs for local needs.
− COE leaders focus on global process and technology and have deep domain expertise
and be strong business leaders
− More advanced companies combine the talent acquisition, development, and mobility
teams together into an integrated talent organization.
• Specialist
− More specialists and fewer generalists, with specialists “assigned” to business units so
they understand the particular culture, jobs, and labor markets of their units
− Specialists are linked to the COEs through “networks of expertise” and share their
experiences and best practices continuously

Managing HR Expertise
Agile deployment of SME’s where they are needed
Sourcing
Engineers
Goal Implement
Mgt.
Managing
Contract
Labor
Executive
Coaching
LMS/ATS
Training
Marketing
Executive
Alignment
Volume
Hiring
Diversity
Inclusion
Employee
Data Admin
Learning
Tools
Keys to Success:
• Expertise Culture
• Expertise Sharing
• External Intelligence
• Reflection and Discussion
• Generalists are Specialists

The foundation for developing skill is supporting deliberate practice for the individual – giving people
ways to constantly work on their “growing edge.”
Proficiency Level
Capability Development Model
Level 4
Expert
• SME role in Community of Practice and training development
• Advise on varied cases; collaborate w/peers to advance specialty
Experience & Collaboration
Level 3
Advanced
• Job assignments focus on breadth across contexts; QA review
work in specialty area
• Teach and mentor others
Level 2
Proficient
• Job assignments focus on growth: increased complexity,
functional or technical area
• Share problems/stories with peers & more experienced
practitioners
Level 1
Novice
• Hands-on Classroom learning or simulations
• Realistic work tasks with feedback
Training
Level 0
Trained
• Online Learning, Knowledge Assets build body of knowledge
• Practice activities with feedback build basic skills

Federated Model of Governance
Networks of Expertise in Action
• Networks of Expertise, not just
Centers of Expertise
• The Global Learning Community is a
federated group made up of learning
leaders representing each of the business
units.
• Each business unit develops a learning
plan, budget and manages the design
and development of the programs
required to ensure that the local and unit-specific
business needs are being met.
• Bank-wide L&D programs are managed
by the Global Learning Office.
• Bank-wide shared services are managed
by the Global Learning Office.
Business
Unit
Business
Unit
Global
Learning
Community
Global
Learning
Program
Office

Standards and Frameworks
Mars Inc.
• All HR professionals report into
business unit CEOs, called “co-pilots”
• Corporate Talent Management and
L&D builds strategic programs and
frameworks shared by regional
teams
• Regional teams innovate, corporate
team “integrates and communicates”
• Rated one of the “most innovative
companies” by Fortune Magazine in
March of 2013

Develop and manage HR organizational capability:
External Intelligence
Internal Research Team as a leading practice
• Internal research and “HR for HR” Team
• Subscribes to external research, scans press, sets up benchmarking meetings
• Meets with vendors and identifies key models, tools, and new solutions
• Shares information with leadership and all HR professionals
• Monitors vendor activity and major vendor and outsourcing M&A
• Acts as “librarian” for content, research, tools, articles
• Attends conferences and identifies key opportunities to present best-practices,
market the HR department, and expand employment/talent brand
A continuous inflow of external thinking and innovation challenges HR
assumptions, maintains agility, and enables more responsive and creative
solutions to existing and emerging talent and business challenges

Value of HR Innovation(Innovation)
Operates efficiently and keeps
costs lower than competitors
Wins over the competition in the
market
Creates new products/services
more NQuickly than competitors
Adapts to market changes faster
than competitors
Improves processes to maximize
efficiency
Responds to customer needs
Meets or exceeds customers
“Innovative HR”
expectations
companies reported
30% higher profit than
average
1.20
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
candidates
Aligning and setting expectations
and goals
Identifying and developing
leaders
Supporting employee
engagement
Making smart decisions about the
direction of our company
Clearly communicating the
company strategy
Overall leadership capability
quickly
Relentlessly Innovates
Innovates heavily Does not innovate heavily

Moving “Local” HR to Greater Impact
LOW HIGH
Problem-Solving Abilities
/ Analytical Background
Line-of-Business
Acumen
LOW HIGH
Generalist
Low Analytical
Low LoB or Business Acumen
HRBP
Business Oriented “VP” of HR
High Analytical
High LoB or Business Acumen
Leverages specialists and COEs

What High-Impact Partners Do
More time consulting, less time “serving”
What does the HR Business Partner role do?
Providing Decision Support
Employee Relations
Workforce Strategy
Manager Inquiries
Coaching Executives & Managers
Employee Inquiries
HR Program Training
Data Gathering & Reporting
3%
5%
16%
10%
12%
22%
18%
19%
15%
41%
20%
45%
37%
3%
7%
21%
28%
28%
48%
66%
Orientation
High Impact HR
All Others
The type of work done by HR Business Partners is a major differentiator of leading HR organizations

The strategic HR business partner spends time differently
Drives the need for upskilling, increased technology use, shared services
Lagging Leading
Strategy
Planning
Consultation
Procedures / Compliance
Administration
Strategy
Planning
Consultation
Procedures / Compliance
Administration
Provides expert assistance to managers
Is a source of people-related insights
Is a builder of strategic people capability

Reskilling the HR Function
Targeted, continuous development of HR teams is essential
• Moving forward will require new skills and new perspectives, especially in
the key roles
• Enhanced infrastructure changes roles, minimizes traditional need for
administrative strengths
− Integrated HR systems, enhanced analytics, manager self-service, shared services
take on less value-added tasks, allowing focus on strategic activities
Only
12%
…say they are ready
(3rd fewest)
Source: 2014 Deloitte Human Capital Trends, n=2,500
…say Reskilling HR is
Urgent/Important
(3rd highest)
2014 Deloitte Human
Capital Trends Report
74%

The Five Personalities of the HRBP
39
Business Player
(Co-responsible for
business success)
Professional
Partner
(using expertise to
shape direction)
Enabler of HR
Governance
(Holding the line on functional
policy & principles)
Functional Broker
(Manage interface
between business and
functional resources)
Independent
Leader
(Challenging the
business and the
function)

Typical HRBP Development Programy
A Business Partner Development Program
40
Competency Framework for future
HRBP role Pre-assessment
Pre-work
Core training
programme
Self
Further
Learning
assessment
Participant self assessment
against the competency
framework, to inform PDP and
further learning modules
Competency framework
shared with participants,
opportunity to reflect on
individual learning needs
prior to training session
Participants keep an
active log of development
needs against core
competencies
Further learning identified in
line with core competency
areas for development
HRLT have opportunity to
reflect on learning needs
of participants based on
agreed competency
framework

Competency Frameworks Analysis
Analysis of the existing competency frameworks – focusing on the competencies required of an HR Business partner.
Serving the Client
Retaining the Client
Managing the Practice
Implementing
Following Through
Understanding the Market
Creating a Vision
Building the Market Developing Commitment
Making Decisions
Reward Talent Management
People Relations
Achieving Results
Team Playing
Change Management
HRIM
Business skills
(Functional Broker)
Commercial
Effectiveness
(Business player)
Personal and
interpersonal skills
(Professional Partner)
Governance skills
(Enabler of HR
Governance)
Leadership and People
Management Skills
Team work and collaboration Managing risk
Commercial acumen Managing people
Business and client
understanding
Stakeholder management
Results orientation
Project and programme
management
Talent
Management
Relationship management
Analytics
Change management
Communication
Negotiation /Influencing and
Coaching skills
Policy , process and HR
legislation
Key :
Deloitte HRBP
Leading practice
examples
Global Leader
Framework
ICS Competency
Framework
HR Client Service
competency
framework
Inspirational Leadership
Performance Drive
Competitive Edge / Innovation
Collegiality
Candor
Strategic Direction Talent Development
Influence
Quality, Ethics and
Integrity
Motivational Potential
People Potential
Intellectual Potential
Change Potential
Mobility

Value of Bringing HRBP Close to the Business
Impact of HR Being Close to the Business
1.40
1.20
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
candidates
Aligning and setting expectations
and goals
Identifying and developing leaders
Supporting employee engagement
Making smart decisions about the
direction of our company
Operates efficiently and keeps costs
Clearly communicating the company
strategy
lower than competitors
Wins over the competition in the
Creates new products/services more
NQuickly than competitors
Adapts to market changes faster
than competitors
Improves processes to maximize
Responds to customer needs quickly
expectations
efficiency
market
Close to business Not close to business
“HR Close to
Business” companies
reported 21% higher
profit than average

Technologies, Platforms,
Analytics
43

Benefits &
Compensation
Hiring
Recruiting
E-Learning
Performance
Talent
Integrated TM
Solutions
Systems of
Engagement
Evolution of HR Systems
M A R K E T G R O W T H - A D O P T I O N
Back Office
on-premise ERP
Benefits
Administration
Compensation
HRIS
Applicant
Tracking
Recruiting
Sourcing
SaaS and
Cloud
Learning
Management
Integrated
Talent Mgmt
Performance
Management
Succession
Management
Competency
Management
“Systems of
Integrated
Engagement”
Recruiting
Social
Recognition
Talent
Analytics
End to End
Suite
ERP and
HRMS
Integrated
Mobile and
Tablet, HTML5
Analytics
Segmentation
Prediction
Consumer
User Interfaces
Integrated into
Work
2 0 0 0 P R O G R E S S I O N O V E R T I M E 2 0 1 2

Delivers Full Suite of Talent Offerings
Has Full Suite of Talent Offerings
1.20
1.00
0.80
0.60
0.40
0.20
0.00
-0.20
-0.40
-0.60
Assessing and selecting the
right candidates
Aligning and setting
expectations and goals
Coaching and developing
people
Managing performance
problems
Identifying and developing
leaders
Supporting employee
engagement
Improves processes to
maximize efficiency
Responds to customer needs
quickly
Clearly communicating the
company strategy
Making smart decisions about
the direction of our company
expectations
Adapts to market changes
faster than competitors
“Full Suite of Talent” Has full suite Does not have full suite
companies reported
25% higher profit than
average

Analytics Drives Results
Today, 14% of HR ORGANIZATIONS believe they “regularly use data to make
talent and HR strategy decisions”…
…and these organizations, are…
2X
as likely to
believe they
are excellent
at selecting
the right
candidates
2X
as likely to
believe they
are delivering
a strong
leadership
pipeline
Generating
30%
higher stock
returns than
the S&P 500
over the last
three years
3X
as likely to
believe they
are efficiently
operating HR

44%
42%
36%
31%
30%
28%
23%
22%
35%
55%
72%
72%
72%
64%
81%
94%
94%
75%
94%
81%
HIHR Overall
Manages budget
Advice to leadership
Impacts organization success
Supports organizational agility
Meets internal goals
Adapts to changing strategy
Reputation for smart decisions
Operates efficiently
Provides effective services
Adapts to changing
employee needs
+52%
+59%
+58%
High-Impact HR Teams Outperform

Bottom Line: High Impact HR Practices
A more “distributed” and “intelligent” approach to HR drives greater impact
1. Deep expertise and specialization in roles
2. Embedded HR business partners with empowered authority
3. Networks of Expertise coordinated by Centers of Expertise
4. Coordinated decision-making through frameworks and standards
5. COE’s functioning as collection and integration, not only
innovation
6. Standardized infrastructure and vendors
7. External intelligence, research, and sharing of models and best
practices
8. Training and continuous development of HR team
9. Data transparency and analytics
10. A Bold CHRO

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High-Impact HR: Building a Business-Driven HR Organization

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