The document outlines steps for developing a blueprint for human capital management, including conducting diagnostics to understand current performance, benchmarking against top performers, prioritizing initiatives, and creating a visual strategy model to drive commitment. Key aspects are evaluating where the organization stands today, identifying opportunities by comparing costs and processes to benchmarks, and developing an actionable plan to improve HR effectiveness and business performance.
2. First we need to do a “gut-check” as to where we are today. What is important and where do we need to improve?
3. The results of an HRx Insight diagnostic helps set the tone for maximizing HR’s effectiveness and enhancing financial performance.
4. The HRx circumplex report provides a unique 360 view of an HR leader’s assessment of HR’s performance versus importance.
5. Now we need to do a deeper dive. How do we compare to top performers? Where are the opportunities?
6. HR Costs as a % of Total HR Cost Overall HR Cost Per EE Top Performers Top Performers CLIENT CLIENT Average Average Benchmarking is critical for any organization concerned with cutting costs, increasing productivity, or generally achieving new heights of performance.
7. Strategic Planning 23.9% (24%) Talent Management 44.3% (57%) HR Administration 27% (19%) Other 4.9% (0%) HR Planning 9.2% (8.5%) Selection and Staffing 11.8% (18%) Health and Welfare Administration 8.4% (5%) Organizational Development 8.8% (8.5%) Performance Management 17.2%( 19%) Benefit Administration 5.6% (5%) Creating Value Proposition 5.9% (7%) Employee Relations 9.2% (17%) Compensation Administration 1.3% (5%) Exit Management 6.1% (3%) Information Management 4.8% (5%) Compliance 6.9% (1%) Top performing companies spend the majority of HR time delivering service in the Green Processes.
8. Key Success Factors Right Things Percent of activities using applications Number of applications being used HR Strategic Plan has technology Technology plan deployment Software Customization Right Way Self-Service usage Number of EE identifiers Describes use of HR tech How info is exchanged between applications Software utilization Inhibitors to Technology Deployment Complexity External Suppliers Not a priority High Moderately Deployed Fully Deployed Doing the right Things 2 1 4 5 3 Somewhat Deployed Limited Deployment High Low Doing Things Right Overall Rating It is important to understand how HR is leveraging technology. A good start is asking: are we doing the right things and are we doing them right?
9.
10. Collaborator- time is spent working with line managers to implement strategic initiatives
11. Expert - time is spent providing insight and information to managers on human resource issues
12. Administrator - time is spent processing employee transactions and responding to employee requests for informationBusiness Partner Right Things Proactive Collaborator Expert(HR Rating) Reactive Administrator Right Way It is crucial for HR to appreciate their position in the HR transformation continuum. It is also important to understand how customers rank HR.
13. Information Management Top Performers CLIENT For your primary software application, please rate the degree of customization/modification performed on this package For your primary software application, please rate the degree to which available functionality is utilized. What percent of the time do you use electronic signatures with automated workflow for distributing and approving information changes? What percentage of time do you utilize on-line verification of the accuracy and completeness of employee data capture? What percent of the time do you electronically send information to an employee based on their profile? What percent of the time do employees records have to be corrected due to errors? Minor Minor Most NA 98% 50% 100% 5% 0% 100% 1.2% .51% Studies show that an organization adopting best practices can increase measures of performance by factors of two to five.
14. So, now that we know where we stand, how do we lay all of our cards on the table and get everyone fully engaged?
15. Compression Planning is an energizing process that launches a group's best thinking and makes things happen. Fast.
16. 13 Business Impact HR Importance Prioritization Matrix Business Impact (value) Support of HR Strategy Business appetite for initiative Alignment with business priorities Global or multi-divisional Would CEO / CFO consider this important? Financial impact / benefit HR Importance (timing) Committed priority Availability of resources / budget (Corp HR, business operations, IT) Is project a pre-requisite for other initiatives? Operational pain / urgency / broken Foundational to enable evolution / other HR technology? Findley Davies uses a unique Prioritization Matrix to help our clients develop a practical approach to prioritizing their objectives.
17. 14 Business Impact HR Importance Prioritization Matrix Business Impact (value) Support of HR Strategy Business appetite for initiative Alignment with business priorities Global or multi-divisional Would CEO / CFO consider this important? Financial impact / benefit HR Importance (timing) Committed priority Availability of resources / budget (Corp HR, business operations, IT) Is project a pre-requisite for other initiatives? Operational pain / urgency / broken Foundational to enable evolution / other HR technology?
18. Our plan has to be actionable! We need proven steps to do the following:
19. Findley Davies works with clients to help them benchmark compensation data, including geographic salary comparisons.
20. Our Impetro system is a proprietary online RFP tool that helps clients evaluate and select workforce technology solutions based on their needs.
21. Findley Davies consultants are certified to lead clients in using the Balanced Scorecard model for strategic planning.
22. Based on the idea “it is hard to improve what you can’t see,” our consultants help clients process map their HR methods and procedures.
23. Findley Davies works with client to make sure incentive planning provides a strong link between organization goals and strategies and compensation.
24. OK, we’re ready to develop a visual model that tells our story and defines our strategy and the expected outcomes.
25. Energy and passion for results are certain when a strategy has a compelling visual that raises team understanding and drives commitment.
26. Our creative approach to communications helps your organization deliver any type of message.
27. Do you have a blueprint for your human capital strategy? Learn more at: www.findleydavies.com
