Transformed your HR model, now what?
In February 2010, PricewaterhouseCoopers hosted an event focussed on HR transformation. At the event we reviewed the challenges that organisations face when transforming the HR function, why the initial attempts at change may not have delivered the desired results and how leading HR functions are raising their game to improve efficiently.
Our main speaker, the vice president Global HR Services at AstraZeneca shared her reflections on their HR journey and how they leveraged the power of their HR people, effective processes and technology, to take operational efficiency to the next level.
There was also a panel of experts, which included the Global HR head for Rolls Royce, the HR director of PwC and PwC partner and HR transformation specialist, Matilda Venter. The panel discussed the issues around transformation and the various aspects required to successfully implementing the transformation of HR.
The seminar highlighted that there were various differences between different companies, depending on the business needs. However underlying all transformations is a focus on driving business performance.
The panel agreed that the purpose of HR is to deliver value to the business through its people. The process has to start from the business strategy to ensure that the value is delivered to customers and shareholders.
The role of HR business partners was also at the heart of the discussion. The big challenge around the role is how you can make an individual with an HR focused skill set into a strategic adviser. The role of business partners is key when implementing a transformation project. They have to be responsive to changes and be in a position to have a dialogue with the rest of the business informing the changes that are taking place.
The panel discussed the need for a process to identify appropriate business partners through assessment. They all agreed that people should not be placed into roles that they cannot fulfil. In some cases, 50% of the population will not be able to meet the requirements of the role.
Another main part of any HR transformation project is outsourcing. It was acknowledged that outsourcing has its risks and each organisation needs to understand the full rationale behind any outsourcing decision.
Some of the benefits that organisations have identified when implementing a transformation project were primarily cost saving and business sustainability. Wrapping up the session, Richard Phelps, as moderator, reiterated the need for HR to focus on the business as much as the process in order to achieve success.