A New Business Model for HR

7/28/2019 A New Business Model for HR

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Consult, Create, Transform

The Rough Guide to

A New Business Model for HR

February 2013


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The Rough Guide to A New Business Model for HR2

About Me

Jim LefeverDirector, HR & Change Managementat HR2BE

http://au.linkedin.com/in/jimlefever/
http://au.linkedin.com/in/jimlefever/


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Where Are We Now?


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The Economic Environment

Policy actions have lowered acute crisis risks in the Euro area and the US.

Europes return to recovery, after protracted contraction, is delayed.

Macro uncertainty is impacting business plans and stability.

US Fiscal cliff avoided but the lemmings are still gathered at the edge.

Everything being equal, global growth could be stronger than projected.

Downside risks remain significant. In Asia-Pacific;

China will see a cyclical bounce, though structurally, growth is slowing.

GDP growth in India forecast at 5.5% in the current financial year. The current account deficit isexpected to be wider in third quarter on the back of slowdown in net exports of services and largeroutflows of investment income payments.

Australian resource investment boom is likely to peak in 2013, but exports are expected to recover and

housing investment is expected to stop declining. Japans economy should improve as the global economy improves. However, in the near term, political

tensions with China will impact GDP.

South Korea's domestic risks like declining home prices are fading and the economy is expected to grow3.4% next year.

Sources:1. Societ Generale; Here's What The World Will Look Like In 2013 And Beyond. Link2. IMF; World Economic Outlook Update. Link
http://www.businessinsider.com/socgen-global-economic-outlook-2013-2017-2012-11?op=1http://www.imf.org/external/pubs/ft/weo/2013/update/01/index.htmhttp://www.imf.org/external/pubs/ft/weo/2013/update/01/index.htmhttp://www.businessinsider.com/socgen-global-economic-outlook-2013-2017-2012-11?op=1


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Core Implications for Business

Increased investor pressure for growth and performance means that there will needto be a greater drive on;

Improving Productivity

Identification and implementation of New Revenue streams

Optimisation of Costs

Enhancing the Customer experience Harnessing Innovation

Utilisation of current & emerging Technologies

Retention of necessary IP and Talent


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2013 Key Focal Areas for HR

Productivity

Performance

Talent

Technology Cloud, Apps,TabletsInnovation &

Creativity

AdvancedPredictive

Analytics

TransformationOf the HR Team

Source:1. The Next Step HR Business Outlook FY13 February 2013, Australia
http://www.thenextstep.com.au/http://www.thenextstep.com.au/


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But how is HR often perceived?

HR doesnt understand the Business imperatives

Is not a commercial partner

Not engaging at the right levels in the right way

Process police, too bureaucratic

Low value add

Focus only on the transactional Not forward looking

Doesnt ask the right questions

Reactive, not proactive


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So What Can We Do?



Its time to climb the Value Chain.

HR must become a Business.

A business that flows, with a structure complementing the business flow.That understands its customers and their needs, capable of balancing the

strategic with the transactional. Recognising and using partners, both old

and new, where appropriate, and embracing new technologies. Every

business needs a brand, and a mission, and allows for customer queries,

adopting a consulting focus to deliver solutions; continuously innovating,

communicating and measuring the right things.



Its time to climb the Value Chain

Time

Value

Refine Relationship

& Delivery Channels

Refine Services

& Solutions

Segment & Target

Customers

Adoption of

New Model

Fire

Fighting

HR as a

Business



HR must become a Business

Build Define & Design Deploy & Run

Investment & Return

CoreCapability

Partner

Network

Service

Portfolio

CostOf Delivery

Customer

Segmentation

Solution

Design

Customer

Relationship

Delivery

Channel

NetBenefit

Customer



A Business that Flows

Customer

2.

Define &Refine Needs

3.Design

Solutions toNeeds

4.

OptimisedDelivery

5.

ManageCustomer

Relationship

6.Continuously

improveportfolio

1.

ID & SegmentCustomers



Build Define Design Deploy Run

HR Portfolio HR Business Partners

Customer NeedsAnalysis

Workforce Planning /Strategic Resourcing

HR Capabilities / Lines of BusinessComp & Bens, L&D, Recruitment

Solution Delivery & Change ManagementCross Functional Projects, Resource Utilisation, Metrics & Reporting, Employee Engagement

Employee RelationsHR Operations, IR

HR Help DeskFirst Contact, Case Management

With a Structure complementing theBusiness Flow



Note: All figures indicative only

That understands its Customers and theirNeeds,

Learn



Intranet & HRIS

HR Help Desk

Specialist

Advice

Escalation

Capable of balancing the Strategic withthe Transactional

Solution Delivery

SPOC will change dependent

upon Solution being delivered

to the Customer

WFM

ER

/IR

GL&D

C&B

Recruit

HR

Partner

One

Point ofContact1

New

Business

Expat

Mgt

WH&SBusiness

Process & Compliance

Employees

Customer

Note:1. Depending on solution being delivered, either HR Business Partner or HR Project Manager


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Recognising and using Partners, both oldand new, where appropriate,

Example Outsourcing Areas;

HR Strategy Development

HR Projects Succession Planning

Talent Management

Organisational Design

Change Management

HR Help Desk First Contact

Case Management

Recruitment RPO

Inpat/Expat Management Learning & Development

Specialist Advice Creation of specialist reward plans e.g. Sales

Industrial Relations negotiations


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And embracing new Technologies.

Greater utilisation of Tablets & Smartphones; Mobile Optimised (HTML5) websites

Targeted microsites for campaigns

HR Apps (e.g. ADP Mobile Solutions, BizX Mobile, Kronos Workforce Mobile)

Moving deeper into the Cloud; CRM & Sales Performance Management (e.g. Salesforce)

HRIS (e.g. Oracle, SAP) Performance Management (e.g. SuccessFactors, Kapta)

Learning Management Systems (e.g. Topyx, Moodle)

Recruitment (e.g. Taleo, PageUp)

Digging in with Big Data and Talent Analytics Is the employment brand competitive?

Are the right candidates being attracted?

Which recruiting sources are delivering the best candidates? Are any of the teams likely to put the business at risk?

Is the right talent on board to take the company where it needs to go?
https://itunes.apple.com/us/app/adp-mobile-solutions/id444553167?mt=8https://itunes.apple.com/us/app/bizx-mobile/id426562526?mt=8https://play.google.com/store/apps/details?id=com.kronos.mobile.android&feature=search_resulthttp://www.salesforce.com/au/?ir=1http://www.oracle.com/us/solutions/cloud/overview/index.htmlhttp://www54.sap.com/solutions/tech/cloud.htmlhttp://www.successfactors.com/en_us.htmlhttp://www.kaptasystems.com/http://interactyx.com/http://moodle.com/http://www.oracle.com/us/products/applications/taleo/enterprise/recruiting/features/taleo-recruiting-cloud-features-1657617.htmlhttp://www.pageuppeople.com/https://www.bersin.com/blog/post.aspx?id=574b5527-ce55-4ec6-8c45-c8f05f85162ehttps://www.bersin.com/blog/post.aspx?id=574b5527-ce55-4ec6-8c45-c8f05f85162ehttp://www.pageuppeople.com/http://www.oracle.com/us/products/applications/taleo/enterprise/recruiting/features/taleo-recruiting-cloud-features-1657617.htmlhttp://moodle.com/http://interactyx.com/http://www.kaptasystems.com/http://www.successfactors.com/en_us.htmlhttp://www54.sap.com/solutions/tech/cloud.htmlhttp://www.oracle.com/us/solutions/cloud/overview/index.htmlhttp://www.salesforce.com/au/?ir=1https://play.google.com/store/apps/details?id=com.kronos.mobile.android&feature=search_resulthttps://play.google.com/store/apps/details?id=com.kronos.mobile.android&feature=search_resulthttps://play.google.com/store/apps/details?id=com.kronos.mobile.android&feature=search_resulthttps://itunes.apple.com/us/app/bizx-mobile/id426562526?mt=8https://itunes.apple.com/us/app/bizx-mobile/id426562526?mt=8https://itunes.apple.com/us/app/bizx-mobile/id426562526?mt=8https://itunes.apple.com/us/app/adp-mobile-solutions/id444553167?mt=8


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We act as the key supplier of HR Services to thebusiness, providing structured Solutions targeted atbusiness needs, supported by a strong Services

Portfolio and commercially focussed Core Capability.

Every Business needs a Brand

And a Mission


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Manager & Employee Self Service

And allows for Customer queries

T4

T3

T2

T1

T0

Business Partners Strategic Influencers

Employee Relations Escalation/Investigation

HR Help Desk Case Management

HR Help Desk First Contact

Web / IntranetSelf Service


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Adopting a Consulting Focus to deliverSolutions;

Customer Needs

Needs Qualification

Solution Development

Solution Sign Off

Implementation

Review

Continuous Improvement


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Continuously Innovating,

For Example:

HR2BE to Leaders - the Art ofPartnership

Leaders Support Site

HR Calendar for Leaders with Outlook

upload capability HR Podcasts

Voice of Customer Survey

Lean Six Sigma of Key Processes

H R
http://www.google.com.au/url?sa=i&source=images&cd=&cad=rja&docid=oDC8D7dCO3aRCM&tbnid=RlsZg0-BMcogkM:&ved=0CAgQjRwwAA&url=http://www.blainekendall.com/index.php/archives/2011/08/22/my-favorite-podcasts/&ei=u4kYUaFHhfiYBcSegcAJ&psig=AFQjCNHhjTmzzSCrSOOlhVaUAn023mBffA&ust=1360649019051639http://www.six-sigma.com.au/index.phphttp://www.google.com.au/url?sa=i&source=images&cd=&cad=rja&docid=oDC8D7dCO3aRCM&tbnid=RlsZg0-BMcogkM:&ved=0CAgQjRwwAA&url=http://www.blainekendall.com/index.php/archives/2011/08/22/my-favorite-podcasts/&ei=u4kYUaFHhfiYBcSegcAJ&psig=AFQjCNHhjTmzzSCrSOOlhVaUAn023mBffA&ust=1360649019051639


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Communicating,

Face to Face

Weekly Blog

Twitter

Branded Messaging

Business Briefings

Case Studies White Papers

Quarterly Town Halls

Leadership Meetings

Business Unit Meetings


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And Measuring the Right Things!

Return On People Employed

Value Added per Person

Average Cost per Person

Cost of Turn-Over

Leave Liability


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24 The Rough Guide to A New Business Model for HR

About Us:

HR2BE work with small and mediumbusinesses to put in place really simple,really effective and pragmatic HumanResource strategies and actions that willsave you money, minimise your risk andincrease productivity.

Our fully qualified and experienced teamcan be engaged to deliver a simplepolicy or single project, such as a newperformance management system,through to acting as your outsourced HRpartner on a retained basis. We can help

you by drafting employment contracts,Human Resource processes, HR trainingor to put in place a full Human Resourceprogram of works.

Core Solutions:

HR Audit

HR On Demand

HR Foundations

HR Projects

HR Strategy

Contact us to find out more:

[email protected]

http://www.hr2be.com.au
http://www.hr2be.com.au/http://hr2be.com.au/hr-solutions-2/hr-audit/http://hr2be.com.au/hr-solutions-2/hr-on-demand/http://hr2be.com.au/hr-solutions-2/hr-foundations/http://hr2be.com.au/hr-solutions-2/hr-projects/http://hr2be.com.au/hr-solutions-2/hr-strategy/mailto:[email protected]://www.hr2be.com.au/http://www.hr2be.com.au/mailto:[email protected]://hr2be.com.au/hr-solutions-2/hr-strategy/http://hr2be.com.au/hr-solutions-2/hr-projects/http://hr2be.com.au/hr-solutions-2/hr-foundations/http://hr2be.com.au/hr-solutions-2/hr-on-demand/http://hr2be.com.au/hr-solutions-2/hr-audit/http://www.hr2be.com.au/


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A New Business Model for HR

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