With the onset of the digital revolution, reimagining the services HR delivers to the organization while improving how it operates will be an important differentiator. That requires reexamining the requirements of your organization and how your workforce wants to consume HR services, then determining what kind of services HR should provide and how it should operate.
You need to focus on three key areas:
Improving employee services – The objective of HR is to deliver an improved “customer” experience and optimize the way service is delivered. For example, leveraging global business services units or shared service centers to create a more efficient globally consistent way of working and delivering an end-to-end experience.
Digitization of HR services – With technology enabled HR services, employees have greater access to tools to help them manage their careers, increase engagement, collaborate via social and crowd-source innovation.
Analytics everywhere – The ability for HR to capture huge amounts of data is increasingly important to deliver insights to drive HR strategy and services. HR can leverage this data to develop a customized employee experience and proactively deliver services that anticipate employees’ requirements.
The result of all this is reshaping the HR function and a shift to “consumerized” employee services, focused not only on transactions but on value added services and activities based on insight driven analytics to deliver customized propositions that can help drive greater success for your people and your company.
Shattering the boundaries of HR
HR is more than a function. It is a distinctive capability embedded throughout the organization. This requires shattering the boundaries of HR, through spreading traditional skills and content across the organization while focusing more and more on the most strategic areas.
Digital technology is helping drive the decentralization of traditional HR services, i.e., as talent management, shifting to employees some traditional HR activities and empowering people to take significantly more responsibility for their own careers and development. Moreover, availability of powerful analytics tool allows HR to exploit the huge amount of data collected through traditional ERPs to provide key insights driving overall HR strategy and decisions in recruitment and other talent management areas.
Seamless employee experiences
HR shared services organizations have traditionally been viewed as administrative and transactional back-office functions focused on efficiency and compliance activities. Leading shared services groups are striving to move beyond fulfilling administrative tasks so they can concentrate on delighting employees with an eye toward improving workforce productivity, employee engagement and satisfaction, and talent retention by providing an improved employee value proposition.
Case Study: Accenture is using analytics to support our own workforce planning.
To overcome the challenge of balancing talent supply with demand, Accenture is leveraging an advanced workforce planning tool (OptTek). We were able to source two years of talent supply and demand data, business operations and other external data, to test predictions and compare the forecasts to actuals on a rolling three-month horizon and some forecasts up to 12 months.
And the results?
We were able to attain higher forecast accuracy across geographies, business units and talent segments and enabled predictive models for skill and talent demand. This helped improve team sizes and talent acquisition to support strategic growth objectives.