Is there ever a time when an organization isn’t experiencing some type of change? Change leaders and corporate communicators can learn from the ways leading brands adapt to changes in society, technology, and consumer preferences while keeping customers loyal.
Crafting the HR customer experience: An ongoing series
Your organization is responding to disruptions that are simultaneously impacting your business and your workforce, driving changes in the way your enterprise runs, and intensifying the need to focus on the customer experience to drive growth. As an HR leader, you understand the critical linkage between your company’s business strategy, workforce performance, and HR. This includes HR’s role in promoting a positive employment brand that both attracts candidates and serves HR customers throughout the employment life cycle. But how do you craft HR processes that deliver? How do you delight and engage the workforce (and potential workforce) at the moments that matter most? The answer may lie in applying design thinking to HR process transformation.
From the digital workplace to digital HR to sustainable HR
Posted by Michael Gretczko on October 27, 2016.
For those of us active in the realm of HR and business, “digital HR” and the “digital workplace” have been hot topics. But as is often the case with new terminology and buzzwords, they can mean different things to different people. We’ve thought a lot about the challenges HR faces and the role of “digital” in addressing them, and it’s more encompassing than many of the definitions we’ve seen. The digital workplace is what powers digital HR, which in turn enables HR to sustain itself in the face of disruption.
Supporting health care M&A
Posted by Peggy Chin on October 25, 2016.
Leaders in HRIS and benefits at Rochester Regional Health recently presented their experiences at Workday Rising in Chicago. The health system serves the greater Rochester and Finger Lakes region of New York and, like many others in its industry, has been growing steadily by merger and acquisition. The reasons Rochester chose Workday and the benefits that decision has enabled make an interesting case in point for organizations in any industry looking to move HR systems to the cloud or better manage the talent aspects of M&A activity.
Posted by Tim Ely, on June 8, 2016.
The potential benefits of moving from on-premises systems to cloud-based systems are well-documented, including lower up-front investment, reduced ongoing maintenance and costs, ease of updating, faster implementation, standardization across systems, and the like. These factors, along with a desire to transform HR to more easily access reliable data and better serve users, led one global company to migrate to the cloud in a big way—retiring more than 70 legacy systems on its brisk 15-month journey.
Your organization is considering moving its core HR system to the cloud. How will you decide yes or no? Which factors are critical to the decision and which are just noise? And is there a way to figure this out quickly—like in several weeks quickly?
Posted by Josh Bersin on April 26, 2016
I hope you’ve had a chance to dig into this year’s Deloitte Global Human Capital Trends 2016 report. The theme is The new organization: Different by design, reflecting this year’s No. 1 trend, cited by 92 Percent of respondents: the need to redesign our organizations and the way we get work done. The shift we clearly see is a move toward a new organizational model, one we call a “network of teams.” Your company might look like a hierarchy on the org chart, but in reality people operate in teams (sales teams, product teams, service teams, etc.), and the teams work with each other, often communicating transparently, sharing information, plans, and results.
How accurate are your perceptions of HRSS?
Posted by Greg Vert on March 16, 2016
If you still think of HR Shared Services (HRSS) organizations as little more than call centers and data entry hubs, it may be time to reset your perceptions—and your expectations. HRSS is continuously evolving to meet a new set of demands from the businesses it supports. To meet these demands, the modern HRSS operates more like a commercial business—focused on cost control, value creation, and customer service all at once.
Moving to a global HR SaaS platform can be a truly transformational event for an organization, yet payroll executives are increasingly recognizing that their voices are essential to realize the true value of the HR SaaS investment. While many of these leaders have developed global payroll strategies, they are now insisting that payroll impact assessments be conducted to confirm that the new HR SaaS will result in a globally integrated payroll solution that meets organization and employee expectations for usability and data quality.
Posted by Christopher Cameron on January 06, 2016.
One of the trends we examined in our Global Human Capital Trends 2015 report was the need for HR to get better at keeping pace with changes in the business. With only 5 percent of survey respondents rating their organization’s HR performance as excellent, and 32 percent rating it as underperforming or “getting by,” it seems clear that many HR organizations are struggling to deliver what the business needs (see Reinventing HR: An extreme makeover). This could have been the case with the HR organization in one company we worked with —but it wasn’t. Instead, HR leaders took the opportunity afforded by the business’s dramatic turnaround to reinvent HR in similar bold fashion.
Continue reading “Re-energizing HR: One company’s journey”