Transforming HR service delivery: Next steps on the journey

Once you’ve made the leap to the cloud, leveraging existing technology can further propel you toward true High-Impact HR.


Posted by Derek Polzien and Shira Bortniker on September 20, 2018.

Transitioning HR’s system of record from legacy, on-premises technology to a cloud solution is a giant leap forward in transforming HR to better serve the business and employees. But why stop there if you can keep the momentum going and unlock more value? Let’s look at some ways to increase HR effectiveness and build on previous transformation efforts—without undoing or redoing what’s been accomplished so far.

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The impact of platform as a service (PaaS) on HCM cloud solutions

Posted by Gary Cole on August 2, 2018.

One aspect of HCM cloud solutions that attracted early adopters was the promise of a “controlled” environment that forced organizations to adopt standardized business processes and data. This standardization certainly is a benefit to moving to a software as a service (SaaS) model; however, one reason for touting the benefits of a controlled environment was because that’s what the solutions were initially. Over time, these systems have evolved and now give customers the ability to extend functionality through platform as a service (PaaS) capabilities. Oracle and SAP SuccessFactors already offer PaaS options to their HCM customers, and Workday is in the process of releasing its PaaS solution to the market. Here’s what you should know.

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SaaS sustainability starts with a solid business case

Posted by Gary Cole, Tauna Jecmen, Christa Manning, and Marty Marchetti on May 25, 2018.

Moving from on-premises solutions to SaaS in the cloud is supposed to remove much of the burden of keeping up with the latest technological advancements, while benefiting from continuous innovation. The business case for moving to SaaS has typically been that organizations save money, time, and headcount because the SaaS provider does the heavy lifting of managing the infrastructure and upgrades. But is that how it actually pans out in practice? The answer could depend on how thoroughly the business case was prepared before making the SaaS decision.

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Transition vs. Transform: Using M&A as a catalyst for HR transformation

Posted by Tom Joseph, Matt Usdin, and Kyle Forrest on March 29, 2018.

A merger, acquisition, or divestiture (M&A) is typically viewed primarily as a means of transforming the front office to achieve revenue synergies or unlocking cost synergies through the size and scale of a new business. But there’s another, often missed opportunity that could be just as powerful: using M&A as a catalyst to launch the HR function onto a new path. It’s a chance to take advantage of disruptive business and workforce dynamics and transform HR into an organization that creates and delivers sustainable value, even in the face of disruption.

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Elevating HR Capabilities for Sustained Business Impact

Posted by Arthur Mazor, and Gary Johnsen on March 13, 2018.

Organization performance, at its core, is about using your enterprise’s assets to maximize its potential to achieve goals. The current age of disruption presents new challenges, where forces have already dramatically impacted the talent landscape, likely disrupting your business model and radically changing when, where, and how work is done and who does it. Current HR capabilities may no longer be adequate for sustained performance in this disruptive, dynamic, and digital business and workplace environment. It’s time for a refresh.

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Robust HR Capability Development: A High-Impact Practice


Posted by Jeff Mike on February 13, 2018.

The notion that HR needs to grow capabilities has been kicking around the C-suite and the back office for quite some time. HR as we know it has been challenged in keeping up with business disruptions, especially those associated with technology, and the growth patterns of its organizational counterparts. This does not mean that HR has been lazy; in reality, practitioners and leaders are so busy looking after the workforce that they can lose sight of their own development. Deloitte’s Global Human Capital Trends1 reports for the past few years validate the not-so-shocking truth that HR team capabilities are “just ok.”2 At the same time, our High-Impact HR and High-Impact Talent Acquisition research has identified that robust, explicit HR capability development plans are a leading practice of high-performing organizations. These studies also identified which capabilities lead to better business- and workforce-related outcomes and the gap in capabilities between high- and low-performing HR organizations (see figure below). From managing collaboration to influencing others, the message is clear: today’s HR team has to develop new capabilities and ways of working that enable it to deliver the types of outcomes and innovation needed to be competitive in the future of work.

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Rethinking HR Structure


Posted by Jeff Mike on February 7, 2018.

Organizational structure is a hot topic. Increasing customer expectations, team-centric operations, and the demands of staying ahead in a time of hypercompetition and massive change are forcing a much-needed rethink of how businesses structure themselves. The old hierarchal models designed for a “predict, command, and control” way of working no longer work and are putting many businesses at risk of disruption or worse. The numbers are astonishing. Fully 88 percent of companies believe they need to redesign their organizations to succeed in the digital age, and 90 percent are exploring or designing the “organization of the future.”1 Based on these trends, Prediction 1 for 2018 is that agile organization models will start to go mainstream.2

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