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A New Blueprint for HR

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Trends reshaping the future of HR

Theme

HR in the Digital Age Trends Digital radically disrupt HR • Digital radically disrupts HR • Social drives the democratization of work

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Trends reshaping the future of HR

Theme

Agile HR Trends Digital radically disrupt HR • HR drives the agile organization

• The rise of the extended workforce

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Trends reshaping the future of HR

Theme

Global Scale of HR Trends Digital radically disrupt HR • Reconfiguring the global talent landscape

• Tapping skills anywhere, anytime

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Trends reshaping the future of HR

Theme

Insight-driven HR Trends Digital radically disrupt HR

• Talent management meets the science of human behavior • Navigate risk and privacy in a more complex world

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Trends reshaping the future of HR

Theme

Evolution of Talent & Work Trends Digital radically disrupt HR • Shattering the boundaries of HR

• Managing your people as a workforce of one

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The next stage: Changing HR organization model

Where we are today

A single HR model is dominant The Business Partner / Center of Expertise Model Business Partner

Center of Expertise

Client Groups

Shared Service Center

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The next stage: Changing HR organization model

What We See Happening

Variety of models being developed based on business needs Strategy

Models tailored according to business dimensions Complexity

Size

HR Operating Model Regulations

Workforce

Culture

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The next stage: Changing HR organization model

Emerging Models

A variety of HR “archetypes” proliferate Lean HR Model

Professional Services Model

Just-in-Time HR Model

Federated /Decentralized Model

• Large but lean; cost-effective

• Talent powered

• Volatile business environments

• Fast changing businesses

• Highly diverse workforce

• Emerging markets

• Little change/volatility

• Value driven • Project-based HR work

• Homogenous workforce

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• Talent powered

• Speed more important than scale

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Executives believe they must transform enterprise operating models to be more agile Transform enterprise operating models to be more responsive to the changing patterns of demand and supply

43% 17% 40%

Improve the understanding of the market/end consumer

14% 39%

Improve the understanding of competitors, partners, suppliers and regulators

12% 39%

Increase scenario planning initiatives to improve agility

12% 37%

Explore a broader range of partnership models

11% 32%

Invest in risk management capabilities

11%

Invest in senior leadership development and succession planning

30%

10% 30%

Invest in new sources of talent None of the above

Base: All respondents (n=1300)

10% 1% 1%

ď Ž Most implemented within top 3 ď Ž Most implemented

Source: Accenture Global Volatility and Agility Survey 2014

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How effective is your HR model given the business and market trends? Bloated; Insular – not lean no time to learn enough. new things and reach out to Talent the outside management world. is driven from the center but should be embedded in the Not line for maximum innovative. impact.

Ivory tower COEs.

Inflexible. Fragmented solutions and COEs that produce conflicted Doesn’t Business policies. address partners lack the extended strong business workforce. understanding and Duplication of work.

Resources locked up in business Irrelevant, units; no longer relevant one-size-fits-all to a globally integrated practices organization. Not data Global driven. Do we need standards, HR at all? but not locally relevant.

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necessary skills.

Business partner roles have been “hollowed out” by COEs.

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Business factors driving new ways of organizing HR

Optimization Customer Intimacy Agility

Primary Drivers for the HR Organization

Definition

Examples of Initiatives

Businesses seeking improvements which can be measured with certainty and operational excellence

• Cost management • Continuous improvement • Operational excellence

Organizations with heterogeneous employee populations with different needs and preferences

• Multinationals with different types of businesses and geographic / business unit focused initiatives

Organizations facing constant volatility demands constant change in talent management practices

• Rapid changes in business models • Rapid growth in emerging markets • Market acquisitions

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New ways of organizing HR

Optimization Customer Intimacy

Emerging

New Innovations through Digital

Traditional BP/COE Model

Lean HR Model

No HR

Federated/ Decentralized Model

Talent Segmented Model

Crowdsourced Model

Professional Services Model

Just-in-Time HR Model

Agility

Primary Drivers for the HR Organization

Commonly Accepted

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Some questions to ponder

• Disband or drastically change CoE’s and HRBP’s role? • Operate with project–specific, temporary teams from inside or outside the organization? • Integrate with other functions and disciplines? • Bifurcate into two different functions? • Shift Work to employees or others in the business?

• Create an open innovation platform? • Use successful, cross–functional models? • Redefine SSC as employee services with rest of HR owning the talent agenda? Copyright © 2015 Accenture All rights reserved.

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Learn more about new HR Operating Models A New Blueprint for HR Join the conversation @AccentureStrat

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A new Blueprint for HR - Accenture  
A new Blueprint for HR - Accenture  
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