Your HR Transformation Journey - Equiniti

Your HR Transformation JourneyTahir Ditta

Your HR Transformation Journey

Agenda

1 Identify

2 Change is Dynamic

3 Business Strategies

4 HR Leads

5 Transformation

6 Tactical v Strategy

7 The Difference

8 Q & A

3

Where are you on your HR Transformational journey?

Identify

Completed the Journey

• Realisation Assessment

In-process of deployment

• Manage through change

• Assess Status & Risk

Haven’t started yet

• Inventory Data & Process

• Need Business Case

• The end state vision

4

Change is Dynamic7 Trends Driving Transformation

Complex Regulatory Environments

• Financial

• Environment

• Consumer

• Government

• Monitoring Bodies

Growth from within

• Smaller operations

• Low-cost

• Opportunities for growth

• Customers seeking products and services at value

Growth from Mergers & Acquisition

• Varying size and type of organisations

• Different processes

• HR Assessment

Hardship leaving little fat

• Economic

• Weaker environment

• Staff reductions

• Transform business operations through process

• Re-engineer and leverage existing capabilities

• Across more markets

5

Change is Dynamic7 Trends Driving Transformation

Simple work is automated or outsourced

• Required talent is driven by complexity of work that employees handle.

• Investments in ERP, MRP & CRM systems left employees with the remaining complex work.

• Employees design and mange self service portals and inventory management systems

Realign Internal Teams

• Nimbler processes

• Management needs better and consistent information

• Customers demand simpler and standard processes

• Ditto supply chain

• Consistent processes

• Improve allocation of capital

.

Pace of Business

• Launching multiple products

• Drive revenue objectives

• React quickly to competitive products and marketing

• Maintain close relationships with customers

• Customers environments also changing quickly

• Encourages investment in talent strategies

6

Importance of business objectives behind company’s operating strategy

Business Strategies

Doubled in importance

• Gaining Access to Talent and Capabilities

• Driving Cultural Change

• Yet, Reducing costs decreased in total importance

-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes

Align support withcorporate strategy

Drive process efficiency

Improve compliancecapabilities

Drive cultural change

Gain access to talent andcapabilities

7

Importance of business objectives behind company’s operating strategy

Business Strategies

Doubled in importance

• Gaining Access to Talent and Capabilities

• Driving Cultural Change

• Yet, Reducing costs decreased in total importance

-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes

Align support withcorporate strategy

Drive process efficiency

Improve compliancecapabilities

Drive cultural change

Gain access to talent andcapabilities

8

Importance of business objectives behind company’s operating strategy

Business Strategies

Doubled in importance

• Gaining Access to Talent and Capabilities

• Driving Cultural Change

• Yet, Reducing costs decreased in total importance

-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes

Align support withcorporate strategy

Drive process efficiency

Improve compliancecapabilities

Drive cultural change

Gain access to talent andcapabilities

9

Importance of business objectives behind company’s operating strategy

Business Strategies

Doubled in importance

• Gaining Access to Talent and Capabilities

• Driving Cultural Change

• Yet, Reducing costs decreased in total importance

-40 -20 0 20 40 60 80 100 120

Reduce Costs

Transform processes

Align support withcorporate strategy

Drive process efficiency

Improve compliancecapabilities

Drive cultural change

Gain access to talent andcapabilities

10

Where HR is Expected to LeadLeaders in Change

Skill/Talent Shortages

Aging Workforce

Millenial Workforce

Worker Collaboration

Mobile Workforce

Speed of change in business

0% 20% 40% 60% 80% 100%

Skill / Talent Shortages

62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only

What role does HR play in responding to future work drivers?

11

Where HR is Expected to LeadLeaders in Change

Skill/Talent Shortages

Aging Workforce

Millenial Workforce

Worker Collaboration

Mobile Workforce

Speed of change in business

0% 20% 40% 60% 80% 100%

Skill / Talent Shortages

62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only

What role does HR play in responding to future work drivers?

12

Where HR is Expected to LeadLeaders in Change

Skill/Talent Shortages

Aging Workforce

Millenial Workforce

Worker Collaboration

Mobile Workforce

Speed of change in business

0% 20% 40% 60% 80% 100%

Skill / Talent Shortages

62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only

What role does HR play in responding to future work drivers?

13

Where HR is Expected to LeadLeaders in Change

Skill/Talent Shortages

Aging Workforce

Millenial Workforce

Worker Collaboration

Mobile Workforce

Speed of change in business

0% 20% 40% 60% 80% 100%

Skill / Talent Shortages

62%

Leadership Role

Advisor Role

Execution-only Role

Informed Only

What role does HR play in responding to future work drivers?

14

Achieve Business Objectives instead of HR Objectives.

What is a HR Transformation?

Reconfigure

From cost effective service to deliver business through processes.

• Expose HR to the true business of a company.

• Assign accountability to HR to achieve business goals

• Redefine the metrics of success

• Reconfigure HR process and technology to contribute to strategy

Accountability

Forces both business and HR to collaborate.

15

Adoption of HR Shared Services or Outsourcing by Process

Tactical v Strategic

Workforce datamanagement / analytics

Employee Contact Centre

Recruitment / Staffing

Benefits Administration

Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced

Payroll, Benefits & Employee Contact Centre

Outsourced to a service provider

Offshore

Shared Service Centre

Managed in-house

Strategic Relationship Managers focus on the business

16

Adoption of HR Shared Services or Outsourcing by Process

Tactical v Strategic

Workforce datamanagement / analytics

Employee Contact Centre

Recruitment / Staffing

Benefits Administration

Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced

Payroll, Benefits & Employee Contact Centre

Outsourced to a service provider

Offshore

Shared Service Centre

Managed in-house

Strategic Relationship Managers focus on the business

17

Adoption of HR Shared Services or Outsourcing by Process

Tactical v Strategic

Workforce datamanagement / analytics

Employee Contact Centre

Recruitment / Staffing

Benefits Administration

Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced

Payroll, Benefits & Employee Contact Centre

Outsourced to a service provider

Offshore

Shared Service Centre

Managed in-house

Strategic Relationship Managers focus on the business

18

Adoption of HR Shared Services or Outsourcing by Process

Tactical v Strategic

Workforce datamanagement / analytics

Employee Contact Centre

Recruitment / Staffing

Benefits Administration

Payroll

0% 20% 40% 60% 80% 100%

Tactical outsourced

Payroll, Benefits & Employee Contact Centre

Outsourced to a service provider

Offshore

Shared Service Centre

Managed in-house

Strategic Relationship Managers focus on the business

19

Human Resource Organisations Before and After

The Difference Made

Business Focused HR

• Active in business issues and development opportunities.

• Developing talent management strategies that drive business success

• Analytic , insightful and relationship focused; strong knowledge of business

• Benchmark efficiency, with a focus on operations with strategic value.

Dimension

BUSINESS ENGAGEMENT

STRATEGY

TALENT

OPERATIONS

Administratively focused HR

• At process touch points or for exceptions

• Managing cost , efficiency of HR team, executive leadership’s special projects.

• Compliance, process efficiency, and HR requirements

• Managing multiple systems and processes to HR timeliness.

20

Where are you on your HR Transformational journey?

Identify

Completed the Journey

• Realisation Assessment

In-process of deployment

• Manage through change

• Assess Status & Risk

Haven’t started yet

• Inventory Data & Process

• Need Business Case

• The end state vision

21

Identify

Our passion is making complex things simple.

Is Your HR Journey truly Transformational?

22

Making complex things simple

Q&ATahir Ditta