A New Blueprint for HR

Copyright © 2015 Accenture All rights reserved. 1

A New Blueprint for HR

Copyright © 2015 Accenture All rights reserved. 2Copyright © 2015 Accenture All rights reserved. 2

Trends reshaping the future of HR

Theme

HR in the Digital Age

Trends Digital radically disrupt HR

• Digital radically disrupts HR

• Social drives the democratization of work



Theme

Agile HR


• HR drives the agile organization

• The rise of the extended workforce



Theme

Global Scale of HR


• Reconfiguring the global talent landscape

• Tapping skills anywhere, anytime



Theme

Insight-driven HR


• Talent management meets the science of human behavior

• Navigate risk and privacy in a more complex world



Theme

Evolution of Talent & Work


• Shattering the boundaries of HR

• Managing your people as a workforce of one


Where we are today

A single HR model is dominant

The next stage:Changing HR organization model

The Business Partner / Center of Expertise Model

Business Partner

Center of Expertise

Client Groups

Shared Service Center


What We See Happening

Variety of models being developed based on business needs


Models tailored according to business dimensions

Strategy

Culture

Regulations Workforce

Complexity Size

HROperating

Model


Emerging Models

A variety of HR “archetypes” proliferate


Lean HR Model

• Large but lean; cost-effective

• Little change/volatility

• Homogenous workforce

Professional Services Model

• Talent powered

• Value driven

• Project-based HR work

Just-in-Time HR Model

• Volatile business environments

• Highly diverse workforce

• Talent powered

Federated /Decentralized Model

• Fast changing businesses

• Emerging markets

• Speed more important than scale


Executives believe they must transform enterprise operating models to be more agile

Base: All respondents (n=1300) Source: Accenture Global Volatility and Agility Survey 2014

Series1 1%

10%

10%

11%

11%

12%

12%

14%

17%

1%

30%

30%

32%

37%

39%

39%

40%

43%

Most implemented within top 3 Most implemented

Transform enterprise operating models to be more responsive to the changing patterns of demand and supply

Improve the understanding of the market/end consumer

Improve the understanding of competitors, partners, suppliers and regulators

Increase scenario planning initiatives to improve agility

Explore a broader range of partnership models

Invest in risk management capabilities

Invest in senior leadership development and succession planning

Invest in new sources of talent

None of the above


How effective is your HR model given the business and market trends?

Talent management

is driven from the center but should

be embedded in the line for maximum

impact.

Fragmented solutions and

COEs that produce conflicted policies.

Insular – no time to learn new things and

reach out to the outside

world.

Not data driven.

Bloated; not lean enough.

Resources locked up in business

units; no longer relevant to a globally integrated

organization.

Ivory tower COEs.

Irrelevant, one-size-fits-all

practices

Doesn’t address

the extended workforce.

Do we need HR at all?

Inflexible.

Business partners lack

strong business understanding and

necessary skills.

Business partner roles

have been “hollowed out”

by COEs.Global

standards, but not locally

relevant.

Not innovative.

Duplicationof work.


Business factors driving new ways of organizing HRO

pti

miz

ati

on

Cu

sto

mer

In

tim

acy

Ag

ilit

y

Pri

mar

y D

rive

rs f

or

the

HR

Org

aniz

atio

n

Definition Examples of Initiatives

Businesses seeking improvements which can be measured with certainty and operational excellence

• Cost management• Continuous improvement• Operational excellence

Organizations with heterogeneous employee populations with different needs and preferences

• Multinationals with different types of businesses and geographic / business unit focused initiatives

• Rapid changes in business models• Rapid growth in emerging markets• Market acquisitions

Organizations facing constant volatility demands constant change in talent management practices


New ways of organizing HR

Commonly Accepted EmergingNew Innovations through Digital

Traditional BP/COE Model

Lean HR Model

No HR

Federated/Decentralized Model

Talent Segmented Model

Crowdsourced Model

Professional Services Model

Just-in-Time HR Model

Op

tim

iza

tio

nC

ust

om

er

Inti

ma

cyA

gil

ity

Pri

mar

y D

rive

rs f

or

the

HR

Org

aniz

atio

n


Some questions to ponder

• Disband or drastically change CoE’s and HRBP’s role?

• Operate with project–specific, temporary teams from inside or outside the organization?

• Integrate with other functions and disciplines?

• Bifurcate into two different functions?

• Shift Work to employees or others in the business?

• Create an open innovation platform?

• Use successful, cross–functional models?

• Redefine SSC as employee services with rest of HR owning the talent agenda?

Copyright © 2015 Accenture All rights reserved. 15

Learn more about new HR Operating Models

A New Blueprint for HR

Join the conversation @AccentureStrat

http://www.accenture.com/us-en/Pages/insight-new-blueprint-hr.aspx?c=strat_tnoblprnthr_10000001&n=smc_0615

A New Blueprint for HR

Recruiting & HR

Transcript of A New Blueprint for HR