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7/28/2019 A New Business Model for HR
1/25
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/7/28/2019 A New Business Model for HR
3/25
Consult, Create, Transform
Where Are We Now?
7/28/2019 A New Business Model for HR
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The Rough Guide to A New Business Model for HR4
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=17/28/2019 A New Business Model for HR
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The Rough Guide to A New Business Model for HR5
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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The Rough Guide to A New Business Model for HR6
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/7/28/2019 A New Business Model for HR
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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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Consult, Create, Transform
So What Can We Do?
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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.
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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
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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
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A Business that Flows
Customer
2.
Define &Refine Needs
3.Design
Solutions toNeeds
4.
OptimisedDelivery
5.
ManageCustomer
Relationship
6.Continuously
improveportfolio
1.
ID & SegmentCustomers
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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
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Note: All figures indicative only
That understands its Customers and theirNeeds,
Learn
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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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The Rough Guide to A New Business Model for HR16
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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The Rough Guide to A New Business Model for HR17
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=87/28/2019 A New Business Model for HR
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The Rough Guide to A New Business Model for HR18
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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The Rough Guide to A New Business Model for HR19
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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The Rough Guide to A New Business Model for HR20
Adopting a Consulting Focus to deliverSolutions;
Customer Needs
Needs Qualification
Solution Development
Solution Sign Off
Implementation
Review
Continuous Improvement
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The Rough Guide to A New Business Model for HR21
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=13606490190516397/28/2019 A New Business Model for HR
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The Rough Guide to A New Business Model for HR22
Communicating,
Face to Face
Weekly Blog
Branded Messaging
Business Briefings
Case Studies White Papers
Quarterly Town Halls
Leadership Meetings
Business Unit Meetings
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The Rough Guide to A New Business Model for HR23
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:
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/7/28/2019 A New Business Model for HR
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Consult, Create, Transform