A New Blueprint for HR
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This document discusses trends that are reshaping the future of HR and the need for new HR operating models. It identifies several emerging models like lean HR, professional services, just-in-time HR, and federated/decentralized models that proliferate based on an organization's business needs related to optimization, customer intimacy, and agility. Executives believe transforming operating models to be more agile and responsive is important. The document questions whether current HR models are effective given business trends and poses questions around disbanding traditional models and adopting new innovations through digital technologies.
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A New Blueprint for HR
- 1. Copyright © 2015 Accenture All rights reserved. 1 A New Blueprint for HR
- 2. Copyright © 2015 Accenture All rights reserved. 2Copyright © 2015 Accenture All rights reserved. 2 Trends reshaping the future of HR Theme HR in the Digital Age Trends Digital radically disrupt HR • Digital radically disrupts HR • Social drives the democratization of work
- 3. Copyright © 2015 Accenture All rights reserved. 3Copyright © 2015 Accenture All rights reserved. 3 Trends reshaping the future of HR Theme Agile HR Trends Digital radically disrupt HR • HR drives the agile organization • The rise of the extended workforce
- 4. Copyright © 2015 Accenture All rights reserved. 4Copyright © 2015 Accenture All rights reserved. 4 Trends reshaping the future of HR Theme Global Scale of HR Trends Digital radically disrupt HR • Reconfiguring the global talent landscape • Tapping skills anywhere, anytime
- 5. Copyright © 2015 Accenture All rights reserved. 5Copyright © 2015 Accenture All rights reserved. 5 Trends reshaping the future of HR Theme Insight-driven HR Trends Digital radically disrupt HR • Talent management meets the science of human behavior • Navigate risk and privacy in a more complex world
- 6. Copyright © 2015 Accenture All rights reserved. 6Copyright © 2015 Accenture All rights reserved. 6 Trends reshaping the future of HR Theme Evolution of Talent & Work Trends Digital radically disrupt HR • Shattering the boundaries of HR • Managing your people as a workforce of one
- 7. Copyright © 2015 Accenture All rights reserved. 7Copyright © 2015 Accenture All rights reserved. 7 Where we are today A single HR model is dominant The next stage: Changing HR organization model The Business Partner / Center of Expertise Model Business Partner Center of Expertise Client Groups Shared Service Center
- 8. Copyright © 2015 Accenture All rights reserved. 8Copyright © 2015 Accenture All rights reserved. 8 What We See Happening Variety of models being developed based on business needs The next stage: Changing HR organization model Models tailored according to business dimensions Strategy Culture Regulations Workforce Complexity Size HR Operating Model
- 9. Copyright © 2015 Accenture All rights reserved. 9Copyright © 2015 Accenture All rights reserved. 9 Emerging Models A variety of HR “archetypes” proliferate The next stage: Changing HR organization model Lean HR Model • Large but lean; cost-effective • Little change/volatility • Homogenous workforce Professional Services Model • Talent powered • Value driven • Project-based HR work Just-in-Time HR Model • Volatile business environments • Highly diverse workforce • Talent powered Federated /Decentralized Model • Fast changing businesses • Emerging markets • Speed more important than scale
- 10. Copyright © 2015 Accenture All rights reserved. 10Copyright © 2015 Accenture All rights reserved. 10 Executives believe they must transform enterprise operating models to be more agile Base: All respondents (n=1300) Source: Accenture Global Volatility and Agility Survey 2014 1% 10% 10% 11% 11% 12% 12% 14% 17% 1% 30% 30% 32% 37% 39% 39% 40% 43% Most implemented within top 3 Most implemented Transform enterprise operating models to be more responsive to the changing patterns of demand and supply Improve the understanding of the market/end consumer Improve the understanding of competitors, partners, suppliers and regulators Increase scenario planning initiatives to improve agility Explore a broader range of partnership models Invest in risk management capabilities Invest in senior leadership development and succession planning Invest in new sources of talent None of the above
- 11. Copyright © 2015 Accenture All rights reserved. 11Copyright © 2015 Accenture All rights reserved. 11 How effective is your HR model given the business and market trends? Talent management is driven from the center but should be embedded in the line for maximum impact. Fragmented solutions and COEs that produce conflicted policies. Insular – no time to learn new things and reach out to the outside world. Not data driven. Bloated; not lean enough. Resources locked up in business units; no longer relevant to a globally integrated organization. Ivory tower COEs. Irrelevant, one-size-fits-all practices Doesn’t address the extended workforce. Do we need HR at all? Inflexible. Business partners lack strong business understanding and necessary skills. Business partner roles have been “hollowed out” by COEs. Global standards, but not locally relevant. Not innovative. Duplication of work.
- 12. Copyright © 2015 Accenture All rights reserved. 12Copyright © 2015 Accenture All rights reserved. 12 Business factors driving new ways of organizing HR Optimization Customer Intimacy Agility PrimaryDriversfortheHROrganization Definition Examples of Initiatives Businesses seeking improvements which can be measured with certainty and operational excellence • Cost management • Continuous improvement • Operational excellence Organizations with heterogeneous employee populations with different needs and preferences • Multinationals with different types of businesses and geographic / business unit focused initiatives • Rapid changes in business models • Rapid growth in emerging markets • Market acquisitions Organizations facing constant volatility demands constant change in talent management practices
- 13. Copyright © 2015 Accenture All rights reserved. 13Copyright © 2015 Accenture All rights reserved. 13 New ways of organizing HR Commonly Accepted Emerging New Innovations through Digital Traditional BP/COE Model Lean HR Model No HR Federated/ Decentralized Model Talent Segmented Model Crowdsourced Model Professional Services Model Just-in-Time HR Model Optimization Customer Intimacy Agility PrimaryDriversfortheHROrganization
- 14. Copyright © 2015 Accenture All rights reserved. 14Copyright © 2015 Accenture All rights reserved. 14 Some questions to ponder • Disband or drastically change CoE’s and HRBP’s role? • Operate with project–specific, temporary teams from inside or outside the organization? • Integrate with other functions and disciplines? • Bifurcate into two different functions? • Shift Work to employees or others in the business? • Create an open innovation platform? • Use successful, cross–functional models? • Redefine SSC as employee services with rest of HR owning the talent agenda?
- 15. Copyright © 2015 Accenture All rights reserved. 15 Learn more about new HR Operating Models A New Blueprint for HR Join the conversation @AccentureStrat