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Your HR 
Transformation Journey 
Tahir Ditta
Your HR Transformation 
Journey
Agenda 
1 Identify 
2 Change is Dynamic 
3 Business Strategies 
4 HR Leads 
5 Transformation 
6 Tactical v Strategy 
7 The Difference 
8 Q & A 
3
Identify 
Where are you on your HR 
Transformational journey? 
Completed the Journey 
• Realisation Assessment 
In-process of deployment 
• Manage through change 
• Assess Status & Risk 
Haven’t started yet 
• Inventory Data & Process 
• Need Business Case 
• The end state vision 
4
7 Trends Driving Transformation 
Change is Dynamic 
Complex Regulatory 
Environments 
• Financial 
• Environment 
• Consumer 
• Government 
• Monitoring Bodies 
Growth from within 
• Smaller operations 
• Low-cost 
• Opportunities for 
growth 
• Customers seeking 
products and 
services at value 
Growth from Mergers 
& Acquisition 
• Varying size and 
type of 
organisations 
• Different 
processes 
• HR Assessment 
Hardship leaving little 
fat 
• Economic 
• Weaker 
environment 
• Staff reductions 
• Transform business 
operations through 
process 
• Re-engineer and 
leverage existing 
capabilities 
• Across more 
markets 
5
7 Trends Driving Transformation 
Change is Dynamic 
Simple work is automated or 
outsourced 
• Required talent is driven by 
complexity of work that 
employees handle. 
• Investments in ERP, MRP & 
CRM systems left employees 
with the remaining complex 
work. 
• Employees design and 
mange self service portals 
and inventory management 
systems 
Realign Internal Teams 
• Nimbler processes 
• Management needs better 
and consistent information 
• Customers demand 
simpler and standard 
processes 
• Ditto supply chain 
• Consistent processes 
• Improve allocation of 
capital 
. 
Pace of Business 
• Launching multiple 
products 
• Drive revenue objectives 
• React quickly to 
competitive products and 
marketing 
• Maintain close 
relationships with 
customers 
• Customers environments 
also changing quickly 
• Encourages investment in 
talent strategies 
6
Business Strategies 
Importance of business objectives behind 
company’s operating strategy 
Doubled in importance 
• Gaining Access to Talent 
and Capabilities 
• Driving Cultural Change 
• Yet, Reducing costs 
decreased in total 
importance 
Reduce Costs 
Transform processes 
Align support with 
corporate strategy 
Drive process efficiency 
Improve compliance 
capabilities 
Drive cultural change 
Gain access to talent and 
capabilities 
-40 -20 0 20 40 60 80 100 120 
7
Business Strategies 
Importance of business objectives behind 
company’s operating strategy 
Doubled in importance 
• Gaining Access to Talent 
and Capabilities 
• Driving Cultural Change 
• Yet, Reducing costs 
decreased in total 
importance 
Reduce Costs 
Transform processes 
Align support with 
corporate strategy 
Drive process efficiency 
Improve compliance 
capabilities 
Drive cultural change 
Gain access to talent and 
capabilities 
-40 -20 0 20 40 60 80 100 120 
8
Business Strategies 
Importance of business objectives behind 
company’s operating strategy 
Doubled in importance 
• Gaining Access to Talent 
and Capabilities 
• Driving Cultural Change 
• Yet, Reducing costs 
decreased in total 
importance 
Reduce Costs 
Transform processes 
Align support with 
corporate strategy 
Drive process efficiency 
Improve compliance 
capabilities 
Drive cultural change 
Gain access to talent and 
capabilities 
-40 -20 0 20 40 60 80 100 120 
9
Business Strategies 
Importance of business objectives behind 
company’s operating strategy 
Doubled in importance 
• Gaining Access to Talent 
and Capabilities 
• Driving Cultural Change 
• Yet, Reducing costs 
decreased in total 
importance 
Reduce Costs 
Transform processes 
Align support with 
corporate strategy 
Drive process efficiency 
Improve compliance 
capabilities 
Drive cultural change 
Gain access to talent and 
capabilities 
-40 -20 0 20 40 60 80 100 120 
10
Leaders in Change 
Where HR is Expected to Lead 
Speed of change in business 
Mobile Workforce 
Worker Collaboration 
Millenial Workforce 
Aging Workforce 
Skill/Talent Shortages 
0% 20% 40% 60% 80% 100% 
Leadership Role 
Advisor Role 
Execution-only Role 
Informed Only 
Skill / Talent Shortages 
62% 
What role does HR play in responding to future work drivers? 
11
Leaders in Change 
Where HR is Expected to Lead 
Speed of change in business 
Mobile Workforce 
Worker Collaboration 
Millenial Workforce 
Aging Workforce 
Skill/Talent Shortages 
0% 20% 40% 60% 80% 100% 
Leadership Role 
Advisor Role 
Execution-only Role 
Informed Only 
Skill / Talent Shortages 
62% 
What role does HR play in responding to future work drivers? 
12
Leaders in Change 
Where HR is Expected to Lead 
Speed of change in business 
Mobile Workforce 
Worker Collaboration 
Millenial Workforce 
Aging Workforce 
Skill/Talent Shortages 
0% 20% 40% 60% 80% 100% 
Leadership Role 
Advisor Role 
Execution-only Role 
Informed Only 
Skill / Talent Shortages 
62% 
What role does HR play in responding to future work drivers? 
13
Leaders in Change 
Where HR is Expected to Lead 
Speed of change in business 
Mobile Workforce 
Worker Collaboration 
Millenial Workforce 
Aging Workforce 
Skill/Talent Shortages 
0% 20% 40% 60% 80% 100% 
Leadership Role 
Advisor Role 
Execution-only Role 
Informed Only 
Skill / Talent Shortages 
62% 
What role does HR play in responding to future work drivers? 
14
What is a HR Transformation? 
Achieve Business Objectives instead of HR 
Objectives. 
Reconfigure 
From cost effective 
service to deliver 
business through 
processes. 
• Expose HR to the true business of a company. 
• Assign accountability to HR to achieve business goals 
• Redefine the metrics of success 
• Reconfigure HR process and technology to contribute to 
strategy 
Accountability 
Forces both business 
and HR to 
collaborate. 
15
Tactical v Strategic 
Adoption of HR Shared Services or 
Outsourcing by Process 
Payroll 
Benefits Administration 
Recruitment / Staffing 
Employee Contact Centre 
Workforce data 
management / analytics 
0% 20% 40% 60% 80% 100% 
Outsourced to a service 
provider 
Offshore 
Shared Service Centre 
Managed in-house 
Tactical outsourced 
Payroll, Benefits & 
Employee Contact 
Centre 
Strategic Relationship Managers focus on the business 
16
Tactical v Strategic 
Adoption of HR Shared Services or 
Outsourcing by Process 
Payroll 
Benefits Administration 
Recruitment / Staffing 
Employee Contact Centre 
Workforce data 
management / analytics 
0% 20% 40% 60% 80% 100% 
Outsourced to a service 
provider 
Offshore 
Shared Service Centre 
Managed in-house 
Tactical outsourced 
Payroll, Benefits & 
Employee Contact 
Centre 
Strategic Relationship Managers focus on the business 
17
Tactical v Strategic 
Adoption of HR Shared Services or 
Outsourcing by Process 
Payroll 
Benefits Administration 
Recruitment / Staffing 
Employee Contact Centre 
Workforce data 
management / analytics 
0% 20% 40% 60% 80% 100% 
Outsourced to a service 
provider 
Offshore 
Shared Service Centre 
Managed in-house 
Tactical outsourced 
Payroll, Benefits & 
Employee Contact 
Centre 
Strategic Relationship Managers focus on the business 
18
Tactical v Strategic 
Adoption of HR Shared Services or 
Outsourcing by Process 
Payroll 
Benefits Administration 
Recruitment / Staffing 
Employee Contact Centre 
Workforce data 
management / analytics 
0% 20% 40% 60% 80% 100% 
Outsourced to a service 
provider 
Offshore 
Shared Service Centre 
Managed in-house 
Tactical outsourced 
Payroll, Benefits & 
Employee Contact 
Centre 
Strategic Relationship Managers focus on the business 
19
The Difference Made 
Human Resource Organisations Before and 
After 
Business Focused HR 
• Active in business issues and 
development opportunities. 
• Developing talent 
management strategies that 
drive business success 
• Analytic , insightful and 
relationship focused; strong 
knowledge of business 
• Benchmark efficiency, with 
a focus on operations with 
strategic value. 
Dimension 
BUSINESS ENGAGEMENT 
STRATEGY 
TALENT 
OPERATIONS 
Administratively focused HR 
• At process touch points or 
for exceptions 
• Managing cost , efficiency 
of HR team, executive 
leadership’s special 
projects. 
• Compliance, process 
efficiency, and HR 
requirements 
• Managing multiple 
systems and processes to 
HR timeliness. 
20
Identify 
Where are you on your HR 
Transformational journey? 
Completed the Journey 
• Realisation Assessment 
In-process of deployment 
• Manage through change 
• Assess Status & Risk 
Haven’t started yet 
• Inventory Data & Process 
• Need Business Case 
• The end state vision 
21
Identify 
Our passion is 
making complex 
things simple. 
Is Your HR Journey 
truly 
Transformational? 
22
Making complex things simple 
Q&A 
Tahir Ditta

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Your hr transformation Journey

  • 1. Your HR Transformation Journey Tahir Ditta
  • 3. Agenda 1 Identify 2 Change is Dynamic 3 Business Strategies 4 HR Leads 5 Transformation 6 Tactical v Strategy 7 The Difference 8 Q & A 3
  • 4. Identify Where are you on your HR Transformational journey? Completed the Journey • Realisation Assessment In-process of deployment • Manage through change • Assess Status & Risk Haven’t started yet • Inventory Data & Process • Need Business Case • The end state vision 4
  • 5. 7 Trends Driving Transformation Change is Dynamic Complex Regulatory Environments • Financial • Environment • Consumer • Government • Monitoring Bodies Growth from within • Smaller operations • Low-cost • Opportunities for growth • Customers seeking products and services at value Growth from Mergers & Acquisition • Varying size and type of organisations • Different processes • HR Assessment Hardship leaving little fat • Economic • Weaker environment • Staff reductions • Transform business operations through process • Re-engineer and leverage existing capabilities • Across more markets 5
  • 6. 7 Trends Driving Transformation Change is Dynamic Simple work is automated or outsourced • Required talent is driven by complexity of work that employees handle. • Investments in ERP, MRP & CRM systems left employees with the remaining complex work. • Employees design and mange self service portals and inventory management systems Realign Internal Teams • Nimbler processes • Management needs better and consistent information • Customers demand simpler and standard processes • Ditto supply chain • Consistent processes • Improve allocation of capital . Pace of Business • Launching multiple products • Drive revenue objectives • React quickly to competitive products and marketing • Maintain close relationships with customers • Customers environments also changing quickly • Encourages investment in talent strategies 6
  • 7. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 7
  • 8. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 8
  • 9. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 9
  • 10. Business Strategies Importance of business objectives behind company’s operating strategy Doubled in importance • Gaining Access to Talent and Capabilities • Driving Cultural Change • Yet, Reducing costs decreased in total importance Reduce Costs Transform processes Align support with corporate strategy Drive process efficiency Improve compliance capabilities Drive cultural change Gain access to talent and capabilities -40 -20 0 20 40 60 80 100 120 10
  • 11. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 11
  • 12. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 12
  • 13. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 13
  • 14. Leaders in Change Where HR is Expected to Lead Speed of change in business Mobile Workforce Worker Collaboration Millenial Workforce Aging Workforce Skill/Talent Shortages 0% 20% 40% 60% 80% 100% Leadership Role Advisor Role Execution-only Role Informed Only Skill / Talent Shortages 62% What role does HR play in responding to future work drivers? 14
  • 15. What is a HR Transformation? Achieve Business Objectives instead of HR Objectives. Reconfigure From cost effective service to deliver business through processes. • Expose HR to the true business of a company. • Assign accountability to HR to achieve business goals • Redefine the metrics of success • Reconfigure HR process and technology to contribute to strategy Accountability Forces both business and HR to collaborate. 15
  • 16. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 16
  • 17. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 17
  • 18. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 18
  • 19. Tactical v Strategic Adoption of HR Shared Services or Outsourcing by Process Payroll Benefits Administration Recruitment / Staffing Employee Contact Centre Workforce data management / analytics 0% 20% 40% 60% 80% 100% Outsourced to a service provider Offshore Shared Service Centre Managed in-house Tactical outsourced Payroll, Benefits & Employee Contact Centre Strategic Relationship Managers focus on the business 19
  • 20. The Difference Made Human Resource Organisations Before and After Business Focused HR • Active in business issues and development opportunities. • Developing talent management strategies that drive business success • Analytic , insightful and relationship focused; strong knowledge of business • Benchmark efficiency, with a focus on operations with strategic value. Dimension BUSINESS ENGAGEMENT STRATEGY TALENT OPERATIONS Administratively focused HR • At process touch points or for exceptions • Managing cost , efficiency of HR team, executive leadership’s special projects. • Compliance, process efficiency, and HR requirements • Managing multiple systems and processes to HR timeliness. 20
  • 21. Identify Where are you on your HR Transformational journey? Completed the Journey • Realisation Assessment In-process of deployment • Manage through change • Assess Status & Risk Haven’t started yet • Inventory Data & Process • Need Business Case • The end state vision 21
  • 22. Identify Our passion is making complex things simple. Is Your HR Journey truly Transformational? 22
  • 23. Making complex things simple Q&A Tahir Ditta

Notas del editor

  1. Wrong city Right place
  2. I have been working with HR & Comms Depts of varying sizes Understand and benefit
  3. What is in the story? Wiifm? Step back
  4. Room Ask yourself
  5. Growth x2 external x2
  6. Do more with less How we work systems/outsourcing
  7. 3 parts people are key process is secondary interestingly cost
  8. 3 parts people are key process is secondary interestingly cost
  9. 3 parts people are key process is secondary interestingly cost
  10. 3 parts people are key process is secondary interestingly cost
  11. What is HR Role?
  12. What is HR Role?
  13. What is HR Role?
  14. What is HR Role?
  15. Business Case – an opportunity to present your case
  16. To focus on the business consider providers
  17. What do strategy managers do?
  18. Other areas need stay with HR – what are they?
  19. To focus on the business consider providers