Lean HR - Optimising Your Team, Resources and Processes

Lean HR - Optimising Your Team, Resources and Processes

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  C A TA L Y S T C O N S U L T I N G LEAN HR 3 r d S e p t e m b e r 2 0 2 0 KATHY KRAUS GENERAL MANAGER How do you optimise your HR team, resources and processes and define a future-fit operating model to drive agility, customer centricity and operational efficiency?
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  The human revolution #Stats 87% have or will have skills gaps Up to 35% remote 15% leader readiness < 50% know how Pre Covid In Covid Post Covid
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  Adapting to change– what are we seeing?
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  Designing organisations forspeed, agility, adaptability Source: McKinsey: The Five Trademarks of Agile Organizations
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  Emerging HR operatingmodels HR Network model Deloitte model Gartner model EY model
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  Priorities for HRoperating models • Strategic impact • Credible value • Agility & speed • Cost efficient • Specialist advice • Problem solving • Employee Experience • Key functions & services • Culture & learning • Talent eco-system • Digitization • Intelligence . • Community role • Network of teams • Business leadership • People leadership
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  Shifting HR operatingmodels – Gartner 2020 Strategic talent leaders (old Senior HRBPs) Allocation: About 10% of HR staff Aligned with a specific BU; own the talent management strategy for BU Dynamic pool of problem solvers Allocation: About 40% of HR staff Heart; create and upgrade most resources, practices and policies; define talent problems and solutions – agile networked teams, project bases, diverse backgrounds Agile next–gen COE specialists Allocation: About 10% of HR staff Skilled, specialist expertise, work with problem-solver pool, flexi contract workers. HC Intelligence team Allocation: About 10% of HR staff Analytics, robust talent data for both ee and managers for strategic insight and better talent decisions. needs change. HR operations & service delivery team Allocation: About 40% of HR staff HR COO role for strategic oversight HR tech team – own tech infrastructure People relations managers - functional support https://www.gartner.com/en/human-resources/trends/5-imperatives-for-the-hr- operating-model-of-the-future
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  Building an HRoperating model Strategy Our purpose & motivation OP Model Elements Our design considerations Guiding Principles Our Trade Off’s & Principles Delivery Model How we will deliver? Capabilities Skills we need to deliver? Services What services we offer? Measures How we measure success? Customers Who we serve?
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  HR Corporate Centre Whoneeds to steer the strategy, culture, resourcing and governance? Who are their stakeholders? Operating Units Should we structure our HRBP functions by market, function or a combination? What is the role and level of work required? Centres of Excellence Which functions should have a Centre of Excellence? How much time over what period is needed? Shared Services Should there be a Shared Services Centre? Service, cost, efficiency, |economies of scale, technology Business Unit Business Unit Business Unit Operating Units Administrative Advisory / solutions Strategic Operating model options Agile networked project teams Do we need flexible part-time team to deliver short-term projects? Preferred partners Do we need reliable partners that know our business? COO Do we need to co-ordinate the services across BUs? Where should they sit? Flexi-P/T HC intelligence team Where do they sit?
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  Building organisational capability StrategicDev Plans Curricula (career paths) Dev plans (current and future jobs) Succession plans Talent risk response strategies Proficiency levels required Individual gap analysis Org skills audit Strategic talent review Critical & Scarce Skills Performance Standards Job families Career matrix & paths Competency Profile: Leadership Competency Profiles: Technical Talent segments & profiles Strategy, Vision, Culture Op model and Org Capabilities Functional Value Streams Critical positions, talent, skills (current & future) CAPACITY BUILDING CONSULTATIONTALENTREVIEW CHANGE & COMMUNICATION Career & Succession Planning UNDERSTAND DESIGN ANALYSEDEVELOP
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  Future HR skillsrequired
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  Shifting our HRfocus Continuous learning NOT remedial learning Teams NOT individuals Accountability NOT bureaucracy Trust NOT control Unified mission and values NOT static objectives Employee experience NOT employee records Continuous talent acquisition NOT recruitment People NOT processes
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  Kathy Kraus Catalyst Consulting(Pty) Ltd Phone +27 73 201 2024 Email Kathy@catalystconsulting.co.za Web www.catalystconsulting.co.za Follow us Catalyst Consulting South Africa Catalyst Consulting Pty Ltd CatalystSA Contact Us Proudly a B-BBEE Level 2 ContributorProudly a B-BBEE Level 2 Contributor