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

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This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.

New skills and capabilities of HR are briefly included.

Publié dans : Recrutement & RH, Business
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High-Impact HR: Building a Business-Driven HR Organization

  1. High Impact HR 2015 Delivering on the Promise of Talent-Driven Business Value Josh Bersin Principal and Founder Bersin by Deloitte November, 2014
  2. 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
  3. 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
  4. 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
  5. 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.
  6. 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
  7. 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
  8. Human Capital Trends 8
  9. 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
  10. 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 Performance Management Leadership Development Succession Planning Workforce Planning Compensation - Benefits
  11. 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
  12. 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
  13. Is HR Ready? 13
  14. 97% Of HR professionals report their HR organization stays within budget… yet… Source: Bersin by Deloitte High Impact HR Research 2014
  15. 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 Source: Bersin by Deloitte High Impact HR Research 2014
  16. 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”
  17. 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
  18. 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%
  19. 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 Source: Bersin by Deloitte High Impact HR Research 2014
  20. What Our Research Found 20
  21. 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) Copyright © 2014 Deloitte Development LLC. All rights reserved
  22. What We Observed: The Four Phases Changing Drivers for Transformation Personnel Department Control Operational HR Serve Staff Automate Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  23. What Drives Performance? HR can impact business performance HR Performance Meets Goals / Efficient Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  24. 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
  25. HR Organization 25
  26. 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
  27. 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 Copyright © 2014 Deloitte Development LLC. All rights reserved
  28. Managing HR Expertise Agile deployment of SME’s where they are needed Sourcing Engineers Goal Implement Mgt. Managing Contract Labor Executive Coaching LMS/ATS Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  29. The foundation for developing skill is supporting deliberate practice for the individual – giving people ways to constantly work on their “growing edge.” Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  30. 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. Copyright © 2014 Deloitte Development LLC. All rights reserved Business Unit Business Unit Global Learning Community Global Learning Program Office
  31. 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 Copyright © 2014 Deloitte Development LLC. All rights reserved
  32. 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 Copyright © 2014 Deloitte Development LLC. All rights reserved
  33. 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 Attracting top talent 1.20 1.00 0.80 0.60 0.40 0.20 0.00 -0.20 -0.40 Assessing and selecting the right candidates Onboarding new staff Aligning and setting expectations and goals Coaching and developing people Managing performance problems 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
  34. HR Business Partners 34
  35. 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
  36. 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 Performance Management Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  37. 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 Copyright © 2014 Deloitte Development LLC. All rights reserved
  38. 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% Copyright © 2014 Deloitte Development LLC. All rights reserved
  39. 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)
  40. 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
  41. 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
  42. Value of Bringing HRBP Close to the Business Impact of HR Being Close to the Business Attracting top talent 1.40 1.20 1.00 0.80 0.60 0.40 0.20 0.00 -0.20 -0.40 Assessing and selecting the right candidates Onboarding new staff Aligning and setting expectations and goals Coaching and developing people Managing performance problems 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 Meets or exceeds customers expectations Overall leadership capability efficiency market Close to business Not close to business “HR Close to Business” companies reported 21% higher profit than average
  43. Technologies, Platforms, Analytics 43
  44. 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
  45. Delivers Full Suite of Talent Offerings Has Full Suite of Talent Offerings Attracting top talent 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 Onboarding new staff 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 Meets or exceeds customers Overall leadership capability 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
  46. 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 Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  47. Copyright © 2014 Deloitte Development LLC. All rights reserved 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
  48. 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 Copyright © 2014 Deloitte Development LLC. All rights reserved
  49. • This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you should consult a qualified professional advisor. • Deloitte shall not be responsible for any loss sustained by any person who relies on this publication. • About Deloitte As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. • Copyright © 2014 Deloitte Development LLC. All rights reserved. 36 USC 220506 Member of Deloitte Touche Tohmatsu Limited

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