Category : HR Transformation

Making HR Transformation a Success – Chapter 8

Making HR Transformation a Success – Chapter 8

Transforming the HR department is far more difficult than people generally anticipate. Making change happen involves two challenges: identifying in a logical way what should happen (this is the content of the transformation), and turning that content into what actually happens (this is the process of the transformation). In this post, we’ll help you tackle these challenges to complete the final leg in your HR Transformation journey.

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Category : HR Transformation

Sharing Accountability for HR Transformation – Chapter 7

Sharing Accountability for HR Transformation – Chapter 7

A successful process of HR transformation involves the right people at the right time in the right way. The importance of involvement in successful change management is well established. We know from decades of social-psychological research that people are more likely to be committed to activities or decisions in which they are involved. This is particularly important in the case of HR leaders and professionals engaged in transformation.

Four groups of stakeholders should be involved with the HR transformation are:

  • HR leaders and professionals: Design the process and work to implement the transformation.
  • Line managers: Make sure the transformation aligns to business goals and work with HR to implement the transformation.
  • External customers and investors: Guide the HR transformation for relevance.
  • Consultants and advisers: Offer frameworks and insights developed by others, and point out potholes that others have stumbled into.

Let’s look at all these stakeholders in detail and see how we can share accountability of our HR Transformation with each of them.

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Category : HR Transformation

Upgrade HR Professionals – Chapter 6

Upgrade HR Professionals – Chapter 6

Ultimately, HR transformation depends on the quality of HR professionals. Given the challenges of understanding the full business context, defining important business-related outcomes, and redesigning the HR department and state-of-the-art HR practices (all in our previous chapters), the bar has been raised for HR professionals.

The competencies that were all HR professionals once needed are no longer sufficient in the new world of HR challenges. In this chapter, the four-step model for building competencies has introduced.

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Category : HR Transformation

How to do HR Transformation – Chapter 5

How to do HR Transformation – Chapter 5

HR transformation requires clarifying the strategy and structure of the HR department, then focusing on enhancing their work. In this chapter, we offer a road map for HR Transformation practices based on two dimensions:

  • Content: What is the work of HR?
  • Process: How can HR work be improved or re-engineered? 

When combined, these two dimensions layout a blueprint or road map for how to improve HR practices. HR transformation means upgrading all HR practices in aligned, integrated, and innovative ways.

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Category : HR Transformation

Redesigning the HR Department – Chapter 4

Redesigning the HR Department – Chapter 4

In the first two chapters of our HR transformation series we answer questions to why (do HR transformation) and what (outcomes) of HR Transformation. In this chapter, we address the “how”. How do we digitally transform the HR functions & processes completely and make it better?

This phase essentially has three components, each of which is a way of defining what we mean by HR:

  • The HR function or department may need to be redesigned.
  • HR practices may be transformed to be more effective or more fully aligned, integrated, and innovative.
  • HR professionals may be upgraded to possess the competencies required to do their work.
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Category : HR Transformation

What are the Outcomes of HR Transformation? – Chapter 3

What are the Outcomes of HR Transformation? – Chapter 3

HR transformation is not a single event — it’s a new pattern of thought and behavior. As discussed in Chapter 2, the rationale for the transformation comes from general business conditions and the ability to increase value to specific stakeholders. The traditional answer is that you can measure specific quantitative outcomes of HR practices. For example:

  • How many people did we hire?
  • What percentage of low performers was removed from the organization?
  • How many employees completed the required 20 or 40 hours of training in the past year?
  • How many information sessions were held?
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Category : HR Transformation

Why do HR Transformation? – Chapter 2

Why do HR Transformation? – Chapter 2

In Chapter 1, we gave an introduction in HR Transformation, defined it and also gave a model for transforming the HR function. In this chapter, we’ll talk about why even do it in the first place. When people understand the “why” of change they are more likely to accept the “what”. The context of a business setting captures the “why” of HR transformation. When HR transformation connects to the context of the business, it is more likely to be sustained because it responds to real needs.

This means linking HR efforts directly to the business strategy and to the environmental factors that frame the strategy. Let’s go through all the things we’ll be covering in this chapter.

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Category : HR Transformation

Introduction to HR Transformation — Chapter 1

Introduction to HR Transformation — Chapter 1

HR professionals have moved from industrial relations where they negotiate the terms and conditions of work to personnel specialists who have expertise in HR practices like recruiting, compensation, training, and organizational development to business partners who deliver value to business success.

When HR professionals help business leaders deliver value to investors, customers, and communities, HR, in turn, creates value. This chapter is a series of many such topics that talk about HR Transformation and how it affects businesses.

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