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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