0WE BECOME YOU™Content Property of Cielo, Inc.

HR ALIGNMENT FOR

ORGANIZATION

TRANSFORMATION PRESENTED BY ANGELA HILLS

Alignment. In a global marketplace where change and

disruption are the only constants, alignment is the vital

concept that will keep HR practices advancing and evolving.

HR has an opportunity to come to the forefront and align

themselves across the business to drive the necessary

changes for success.

This deck dives into the five focus areas where HR can align

to ensure every piece of their strategy is primed for

organization transformation.

1WE BECOME YOU™

MEET ANGELA HILLS

• Cielo’s Executive Vice President

and Managing Director – North America

• More than 20 years in talent acquisition

and management

• Shares her expertise frequently with the

media and on the national and regional

speaking circuits

• BA in Organizational Psychology from

the University of Michigan

• Master of Business Administration from

Northwestern University’s Kellogg

School of Management

• HRMAC Board Member

2WE BECOME YOU™

HR BUZZWORD OF 2015

ALIGNMENT• Human Resources and C-suite Priorities

• Talent Acquisition and Talent Management

• Talent Analytics and Business Results

• Local Execution and Global Governance

• Employer Brand and External Brand Strategies

3WE BECOME YOU™

HR PRIORITIES & C-SUITE PRIORITIES

of CEOs believe that their

heads of HR are focused

only on a narrow HR agenda.

Source: Economic Intelligence Unit, The Economist (2013)

Design: May have a newly created

Centre of Excellence

Delivery often country led model, or

in some instances divisionally

Delivery: Staffing, HR, business,

agency

Technology: Often several or no

ATS, multiple career sites

Processes: Free for all

Governance/MI: No visibility

Anecdotal at best

DECENTRALIZED

Design: Global COE - Delivery

reports to divisions, regions or

countries

Delivery capability: Talent

Acquisition in key locations / hubs,

HR, Business and agency usage

Technology: One ATS, Adoption

vary. In some countries may have

access to CRM, Social Platforms,

mobile, move to one careers site

Processes: Some degree of

consistency

Governance/MI: Some visibility

combined with anecdotal evidence.

May have global common KPIs /

SLAs

MATRIXED

Design: COE and Delivery

combined. All of TA function report

to global function.

Delivery: Mainly Talent Acquisition

with HR in some locations. Hub

and spoke. Minor agency usage

Technology: One ATS – high

adoption.

Process: Consistent frameworks

aligned to local nuances

Governance/MI: Global visibility

and risk assessment. Common

KPIs and SLAs (but taking in to

account starting point)

CENTRALIZEDT

he D

eliv

ery

Model

Com

ments • What degree of

transformation is possible?

• Business and HR model

• Balance global versus local requirements

• Cost versus growth

• Cost effective

• Global Governance andclear picture of risks

• Is it scalable?

• Local Engagement / co-ownership of recruitment

• Costly

Agencies and duplication

• Local engagement

• Lack of expertise

• Legal compliance

• Business risk

5WE BECOME YOU™

TALENT ACQUISITION FUNDING MODELS

Fully Distributed Fully

Centralized

+ Big, bold decisions

+ Strategic jumps

– Lack of awareness,

flexibility and agility

+ Responsibility

+ Accountability

+ Awareness

– Unnecessary charges

6WE BECOME YOU™

2015 Top HR Concerns

TALENT ACQUISITION & TALENT MANAGEMENT

Source: SilkRoad “The 2015 State of Talent Management Report”

Engaging & Retaining

Employees

Recruiting the Best

Employees

7WE BECOME YOU™

TALENT ACQUISITION & TALENT MANAGEMENT

Lack of Alignment Causes:

• Inconsistent processes and procedures

(RISK!)

• Unnecessary duplication of efforts

(COST!)

• Disconnect in data and analytics

(NO TRANSPARENCY!)

8WE BECOME YOU™

Evolution

Focus

Scope

Increasing value creation

Staffing Talent Acquisition Talent Management

Process Enablers Trusted Advisor Strategic Partner

• Process efficiency

• Cost reduction

• Effectiveness

• Business impact

• Value Creation

• Talent-centric Culture

Description/Examples

• Standardized

• Quality of process

• Speed

• Quality of hire linked to hiring

manager satisfaction

• Mainly active candidates

Description/Examples

• Alignment to organizational

strategy and structure

• External & Internal Mobility /

Succession

• Sourcing active and passive

talent enabled by CRM

• Quality of hire - retention /

performance

Description/Examples

• Full integration between TA &

TM

• Workforce Segmentation

• Continuous improvement

throughout life-cycle

• Segmented sourcing focus

aligned to scarcity and

business impact

• Core recruitment

– Sourcing

– Screening

– Interview scheduling

– Applicant tracking

– Vendor management

• Core recruitment

+

• Value-added services

– Workforce planning

– Employer branding

– Data & Analytics

– D&I

– Leadership

• Core recruitment

+

• Value-added services

+

• Additional

• Predictive Analytics

• Convergence Corporate and

Employer Brand – targeted

THE VALUE CHAIN

9WE BECOME YOU™

of global companies surveyed

USE ANALYTICS WELL TO INFORM

THEIR TALENT ACQUISITION PROCESS.

Source: LinkedIn Global Recruitment Market Survey (2014)

TALENT ANALYTICS & BUSINESS RESULTS

10WE BECOME YOU™

TALENT ANALYTICS & BUSINESS RESULTS

of global HR leaders cite

DEVELOPING AN HR ORGANIZATION

THAT ACTS STRATEGICALLY

RATHER THAN TACTICALLY

as what keeps them up at night.Source: SilkRoad 2015 State of Talent Management Report

11WE BECOME YOU™

LOCAL EXECUTION & GLOBAL GOVERNANCE

of HR leaders are

NOT AT ALL GLOBALLY PREPARED to localize talent programs to local needs.

Source: Bersin Talent Acquisition Fact Book (2014)

12WE BECOME YOU™

EMPLOYER BRAND & EXTERNAL BRAND

of CEOs are concerned

A LACK OF AVAILABLE KEY SKILLS

is a threat to organizational growth.

Source: PwC The CEO Agenda (2015)

13WE BECOME YOU™

HUMAN RESOURCES PASSES

THE WALLET TEST WHEN IT

CREATES HUMAN ABILITIES

AND ORGANIZATIONAL

CAPABILITIES THAT ARE

SUBSTANTIALLY BETTER THAN

THEIR COMPETITORS.

Source: The HR Value Proposition, HBS Press, 2013