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The Holy Grail I

The Holy Grail I | HR Transformation | Scoop.it

HR sticks to the story of the value of intangibles like a mobster hangs on to an alibi. It's not hard to believe that people are the heart of the business. It's been painfully hard to quantify it.

Andrew Spence's insight:

"A large part of the problem is that HR is an island of silos. It turns out that two decades of increasingly complex enterprise software is partly to blame. The problem, in a nutshell, is that the various siloed pieces of software don’t share basic data structures."


An eloquent and insightful article from John Sumser from HR Examiner

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Tony Brugman (Bright & Company)'s curator insight, August 5, 2013 5:46 AM

Good piece on HR Examiner blog on a major problem that HR has: HR is an island of (organisation and software) silos.

 

All this affects the effectivenss and adoption of HR Analytics: "The problem, in a nutshell, is that the various siloed pieces of software don’t share basic data structures. Identical data is entered in different systems at different times. The process of keeping the data clean is so manual and so subject to failure that maintenance becomes an end in itself."

 

Fortunately, the blogger sees light at the end of the tunnel: "single code stack, single rules engine SaaS compliant solutions". "In a single code stack, the data does not require maintenance in order to be useful. An interesting consequence is that the number of people who need special spreadsheets declines dramatically in the presence of these tools." "It’s astonishing what can happen when the data structure ceases to be an issue."

HR Transformation
Articles and news related to people management, organisational change and the world of work
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John Kotter’s 8 steps for business transformation

John Kotter’s 8 steps for business transformation | HR Transformation | Scoop.it
Harvard Business School leadership and change guru Dr John P. Kotter’s eight steps for business transformation have helped leaders improve their organisations. Here’s how it’s done

Via the Change Samurai
Andrew Spence's insight:

This is a nice summary of Kotter's 8 Steps for successful change management.


Language is important in leading change, and this version interprets the steps with some new descriptions (to me anyway)

e.g.  "unleash burning ambition" and "lean into the gap"


These might work on your change programme - but use discretion!



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Human Capital Trends 2015

Human Capital Trends 2015 | HR Transformation | Scoop.it

112 page PDF from Deloitte's Human Capital, Trends survey of leaders from around the world identifies the critical trends shaping the HR agenda.

Andrew Spence's insight:

This year's trends focus on the themes of leading, engaging the workforce, reinventing, and reimagining HR. Click the headings below to learn more about each of the 2015 Human Capital Trends.

  1. Leadership: Why a perennial issue?
  2. Learning and development: Into the spotlight
  3. Culture and engagement: The naked organization
  4. Workforce on demand: Are you ready?
  5. Performance management: The secret ingredient
  6. Reinventing HR: An extreme makeover
  7. HR and people analytics: Stuck in neutral
  8. People data everywhere: Bringing the outside in
  9. Simplification of work: The coming revolution
  10. Machines as talent: Collaboration, not competition


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Will the cloud have a silver lining for HR outsourcing?

Will the cloud have a silver lining for HR outsourcing? | HR Transformation | Scoop.it

This article is from the CIPD series, "Changing HR Operating Models"

Andrew Spence's insight:

"The early innovators of multi-process HRO had the right idea, but perhaps at the wrong time."


This article looks at the history of outsourcing in HR and how Software as a Service could be the catalyst for a new wave of "Business Process as a Service" in HR. 


The conditions for multi-tenanted HR outsourcing are now possible because of cloud technology

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The strategic role of HR

The strategic role of HR | HR Transformation | Scoop.it

This article is from the CIPD series, "Changing HR Operating Models"

Andrew Spence's insight:

"What is the relationship between the design and management of the HR function and HR's role in organisational strategy?"


John Boudreau and Ed Lawler feel this is an important question to

ask, so important that they have asked it every 3 years in an international survey of HR leaders since 1995.


In 2013, only 21% of respondents said that HR is a full partner in developing and implementing the strategy.


The key question for me is why ? I have tried to answer in an article, "Is your HR Operating Model fit for the future"

on the HR Transformer Blog

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Gary Johnsen's curator insight, February 24, 6:07 PM

Good article on BU HR

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Why People Management is Replacing Talent Management

Why People Management is Replacing Talent Management | HR Transformation | Scoop.it

The Epic Shift: Away from "Talent" and now focus on "People." Talent scarcity is still a problem, but engagement, empowerment, and environment are now the real issues companies face.

Andrew Spence's insight:

Good article from Josh Bersin, with a cold, hard look at  talent management over the last 10 years.  A big question, 

Do today’s “talent management” programs, as defined, work?

According to Josh,  “Talent management” strategies we conceived in the last ten years are rapidly becoming out of date. "


Organisations increasingly want HR to spend more time in the business giving business leaders simple and effective tools.

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Four Simple Ways to Apply Behavioural Insights

Andrew Spence's insight:

If you want to encourage a behaviour, make it EAST

Easy, Attractive, Social and Timely


These four simple principles are based on the Behavioural Insights Team’s work and the wider academic literature.


HR Transformation is all about changing the behaviours of employees and managers related to people management.


This team highlights some really good examples that could be useful in developing a change strategy on a transformation programme.


1- Make it Easy - reduce the 'hassle factor' of taking up a service, to increase take-up rates.

2 - Make it Attractive - include the use of images, colour or personalisation.

3 - Make it Timely - prompt people when they are most likely to be receptive.

4 - Make it Social - show that most people perform the desired behaviour.




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Will HR Lose the Battle Over Analytics?

Will HR Lose the Battle Over Analytics? | HR Transformation | Scoop.it

"CFOs may take over talent analytics if HR leaders can't get their act together." Good post from Karen O'Leonard at Bersin

Andrew Spence's insight:

This article highlights how HR is at a crossroads, it can choose to take a lead on new opportunities like Analytics, or let other functions take a lead.

 

In my view, if analytics moves outside HR, then it is important that HR sets the strategic questions on people management that analytics can help solve.  If the strategic questions move outside HR, then HR's future is mainly HR service delivery and execution of longer term HR strategies will suffer.  


In short, HR needs to up its game on Analytics!


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Where does RPA sit in the wider HR transformational landscape?

Where does RPA sit in the wider HR transformational landscape? | HR Transformation | Scoop.it

Andy Spence discusses where Robotic Process Automation (RPA) sits in the overall HR transformational landscape.

Andrew Spence's insight:

An interview which considers the following questions :-

  • How much of an impact will RPA have in the transformation of HR operations?
  • Where will HR operations benefit the most by deploying RPA?
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Will HR Be Replaced By Robots and Software?

Will HR Be Replaced By Robots and Software? | HR Transformation | Scoop.it

Trinet CEO Burton Goldfield discusses the company’s cloud-based human resources products on  (Source: Bloomberg)

Andrew Spence's insight:

A topical question and good insight from Burton Goldfield in this video.  

In my view, HR will not be replaced by Robots and Smart Machines, as the need to manage people effectively has never been more important.  

However "smart machines" will have a key part to play in reducing the transactional work involved in HR.  


Watch this space for more articles and views on HR and Robots........

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Do Not Split HR – At Least Not Ram Charan's Way

Do Not Split HR – At Least Not Ram Charan's Way | HR Transformation | Scoop.it

Professor Dave Ulrich responds to the suggestion that HR should be split into two groups - It needs more than a simple structural fix.

From HBR Blog Network

Andrew Spence's insight:

I agree that "The structure of the HR department should be tied to the business structure".


Over the years, HR has made the mistake of moving to a recommended new structure (whether HR is in 3,4 or 5 groups) without doing the necessary groundwork.


Rather than move to a new destination and structure, HR should embark on a journey that asks


"What will the business need from HR in the future ?" and


"What capabilities (skills, systems, processes, governance) will HR need to deliver this?"


Start this journey with an open mind, create a compelling vision of HR for your business, a robust plan to get there & the problem of the 'middle 60%' will be solved along the way.


Should HR be split up? Interesting question, yet ultimately a distracting debate for HR.

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Prepare for a Successful HR SaaS Transformation

Prepare for a Successful HR SaaS Transformation | HR Transformation | Scoop.it

"You’ve done the hard work: selected your new software as a service (SaaS) platform, signed the contract and even begun the configuration work. You’re ready to enter the brave new world of fully integrated data, intuitive self-service and automatic functionality updates, but that voice in your head keeps asking, “What am I missing?”

Andrew Spence's insight:

Good post from Deb Card at ISG.

All the components are essential, however #4 & #5 stand out, and of course are inter-related.

4. Prepare for significant standardization and process redesign.

    SaaS systems cannot be customised.  So you will have to change     your current HR processes to fit the system.  This is a great  

    opportunity to work out what the business really needs from HR. 

5. Engage all stakeholders for successful change management. 

   See #4 above.  you will change the way people work, so need to

    plan this carefully.

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Re-Imagining Work

from RSA Animate, Dave Coplin, Chief Envisioning Officer at Microsoft.  

Andrew Spence's insight:

How can we get people more engaged, more productive, and happier at work?


Is technology part of the problem – and could it also be part of the solution? 


Also, check out the excellent series from RSA Animates

http://www.thersa.org/events/rsaanimate

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2014 HR Service Delivery and Technology Survey Results

2014 HR Service Delivery and Technology Survey Results | HR Transformation | Scoop.it
Towers Watson's 2014 HR Service Delivery and Technology Survey, our 17th annual survey, closed with 1,048 respondents from across 45 countries having participated.

Downloadable PDF report (4 pages) 

Andrew Spence's insight:

The report shows that in 2014/5 initiatives will address HR function and organisation capabilities including :-

  • 55% are rebuilding HR processes
  • 49% improving managers
  • 31% refocusing the role HRBPs 
  • 36% Leveraging ESS/MSS 
3 of the top 4 initiatives are internally focused to ensure the HR Operating Model is effective.  This makes sense to ensure maximum benefits from any new investment in new HR SaaS technology
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Gary Johnsen's curator insight, July 10, 2014 10:54 AM

New service delivery report

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HR in a time of Brilliant Technologies

HR in a time of Brilliant Technologies | HR Transformation | Scoop.it

Published on HR Tech Europe blog 

Andrew Spence's insight:

We are indeed living in a time of ‘Brilliant Technologies’.

However, when assessing the impact of new technology on HR, we sometimes get dazzled by the ‘glare’. The biggest impact of living in a time of ‘Brilliant Technologies’ on HR is not the cool tools, but the way technology transforms our economies and societies, changing the workforce skills needed in a globalised economy.

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Not everyone can be a strategic HR Business Partner

Not everyone can be a strategic HR Business Partner | HR Transformation | Scoop.it

'You can't put in what God left out': not everyone can be a strategic HR business partner - Changing HR operating models - CIPD. 

Article by Nick Holley, a visiting professor and director of the Centre for HR Excellence at Henley Business School.

Andrew Spence's insight:

According to Nick, 


"many HR business partners have been unable to deliver what is required in the role or have dumbed down the role to a level they are comfortable with but which doesn't deliver what is required by the business."


We agree that the BP role is a weak spot in current HR Operating Models, outlined in our HR Transformer Blog article, 

Is your HR Operating Model Fit for the Future ?


Nick gives some sensible advice to make the HR BP role work :-

  • Fit the person to the role
  • Be clear what we are recruiting for
  • Match your development spend to what can actually be developed
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The importance of business structure on HR operating models

The importance of business structure on HR operating models | HR Transformation | Scoop.it

This article is from the CIPD series, "Changing HR Operating Models"

Andrew Spence's insight:

An excellent article by Dave Ulrich, reflecting on the past and looking to the future for the design of HR Operating Models.


In reference to a common HR operating model in large multi-divisional companies, Ulrich comments that,


"Some have called it the 'Ulrich model', although I did not create it, but observed, researched and wrote about it."


In my view, the biggest mistake HR has made over last 20 years was to move to a particular HR Operating Model without asking a standard of organisational development questions.  


"Companies typically organise along a grid of centralisation–decentralisation, which leads to three basic ways in which a company operates :-

  • holding company
  • functional organisation
  • or diversified/allied organisation.

The HR department should mimic the structure of its business operations"

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Con Sotidis's curator insight, February 18, 5:38 PM

"I did not create it, but observed, researched and wrote about it"

Andrew Gerkens's curator insight, February 18, 9:36 PM

Useful to consider from an L&D perspective also.

Gary Johnsen's curator insight, February 24, 6:06 PM

Good ideas about changing OM

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IT 2.0 & HR 2.0: From Transaction to Transformation

IT 2.0 & HR 2.0: From Transaction to Transformation | HR Transformation | Scoop.it

IT and HR have many things in common, HR is taking charge of the most valuable asset – people in organizations  and IT is custodian of business’s life blood, the other crucial business asset – information.

Andrew Spence's insight:

This is a perceptive article on the struggle for HR and IT to transform.  Both functions have similar strategic aims for example to move from administration to higher-value-added.


This isn't new, in the 1990s, Professor Ulrich's work on redesigning the HR Operating Model was influenced by similar moves in IT and Finance.


Another dimension is the move to cloud based systems changing the relationship between HR and IT with regards the procurement and management of HR Technology.


One things for sure HR and IT need to work even more closely than in the past to achieve common strategic goals.

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Spending on Human Resources is Up and Why It Really Matters This Year

Spending on Human Resources is Up and Why It Really Matters This Year | HR Transformation | Scoop.it

New research released this week (The Bersin by Deloitte 2015 HR Factbook) shows a 4% year-to-year increase in HR spending in the US in 2014, a significant increase in this $400+ billion marketplace.

Andrew Spence's insight:

HR Spending is increasing, with better business outcomes for organisations with “business-integrated HR”.


Spending on HR is allocated as follows :-

  • between 5-8% of this is spent on tools and technology
  • approximately half is spent on HR salaries
  • the rest is spent on external services, content, and contractors


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Developing the Behavioural Science of HR

Andrew Spence's insight:

Research Report from CIPD.  


‘At its best, HR activity is rooted in an understanding of both the
people and the business of the organisation.’


The challenge for @CIPD & #HR is converting insights from behavioural science into easy to use & effective practices.

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HR Robots: Transformers in Disguise ?

HR Robots: Transformers in Disguise ? | HR Transformation | Scoop.it

An article on the HR Tech Europe Blog by me, that considers what is the impact of Robots on HR ?  Including Robotic Process Automation (RPA) and "Smart Machines"

Andrew Spence's insight:

New technologies will reconfigure the way we work according to McAfee and Brynjolfsson, in their book, ‘The Second Machine Age  - Work, Progress and Prosperity in a time of Brilliant Technologies’


With much of the work of bosses, from analysing complex data to recruiting staff and setting bonuses, will be automated. 


This article outlines two big challenges/opportunities for HR over the coming years.


Did you know ?

the word "robot", which in its original Czech, "robota" means forced labour, and is derived from "rab", meaning "slave" ?

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Tess R's curator insight, October 14, 2014 12:33 AM

Very interesting article. I had no idea that the word "robot" meant "forced labour".

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The Global Workforce Crisis: $10 Trillion at Risk

The Global Workforce Crisis: $10 Trillion at Risk | HR Transformation | Scoop.it
Significant imbalances in the demand for labor and its supply threaten 25 of the world’s major economies. Here are BCG’s projections—country by country—along with proposed remedies.
Andrew Spence's insight:

Demographic risk is one of the most insidious of all megatrends threatening the global economy, but its impact throughout the world is neither simultaneous nor uniform.  


BCG did research on 25 major economies to quantify the extent of labor shortages and surpluses for 2020 and 2030.


Overall, by 2020, many countries will still be experiencing a surplus. By 2030, however, this surplus will have turned into a massive shortfall.


These are some of the crippling labor shortages and chronic labor surpluses that the world faces:

  • The U.S., with a surplus of between 17.1 million and 22 million people in 2020, will still face a surplus—at minimum 7.4 million—by 2030.
  • Germany will see a shortage of up to 2.4 million workers by 2020 and 10 million by 2030. 
  • Brazil will have a shortage of up to 8.5 million workers in 2020; by 2030, that figure could increase nearly fivefold to 40.9 million people. 
  • Italy will experience a surplus of 2 million workers in 2020, but by 2030, it might face a labor deficit of up to 0.9 million. 
  • China’s surplus of 55.2 million to 75.3 million workers in 2020 could reverse sharply, turning into a shortage of up to 24.5 million people by 2030. 


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HR Should Own Organizational Effectiveness

HR Should Own Organizational Effectiveness | HR Transformation | Scoop.it

HR should own Organisational Effectiveness, however, Ed Lawler's research suggests that HR rarely plays a major role in the development and implementation of business strategies.

Andrew Spence's insight:

"What should the role of HR be in a corporation? It many respects, the answer is obvious and simple. It should take primary responsibility for providing input, advice, direction, and execution with respect to organization effectiveness."


I have always agreed with the statement above, however not sure that everyone believes it.


What do you think ?

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Evidence-Based HR Management: What is it and is it really happening yet?

Professor Rob Briner from University of Bath - a presentation given at University of Brighton 2013.


Andrew Spence's insight:

A really interesting presentation from Rob Briner on the question of how evidence-based is HR.

It slays a few "management fashions" and makes the case for HR to use more evidence-based approaches.


"Managers (and organizations) are generally supposed to use evidence to make decisions – part of what being a professional manager is about


But it often seems that HRM is not particularly evidence-based


In general HR managers appear to make some use of evidence from three sources:

  1. Expertise and experience
  2. stakeholders
  3. context


But, for various reasons, appear to make relatively little use of external academic evidence


One reason is that HR managers are not trained to do this – and that other things drive decisions"

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It’s Time to Split HR

It’s Time to Split HR | HR Transformation | Scoop.it

Ram Charan suggests "It’s time to say good-bye to the Department of Human Resources. Well, not the useful tasks it performs. But the department per se must go."

Andrew Spence's insight:

Over the last 20 years, HR has made the mistake of moving to a recommended new operating model without doing the necessary groundwork.  For example the painful move to the 'Ulrich model' for many organisations (with Business Partnering, Shared Service centres, more employee & manager self-service).

 

This article falls into the same trap by recommending a new model or solution. 

 

Rather than move to a new destination and structure, HR should embark on a journey that asks "What will the business need from HR in the future ?" and "What capabilities (skills, systems, processes, governance) will HR need to deliver this?"

 

Ram's suggestion might work for some orgs, but my suggestion is start the journey with an open mind and see where you end up !

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21st Century Talent Management: Imperatives for 2014 and 2015

What are the big imperatives for business and HR leaders in 2014 and 2015? From Josh Bersin, June 2014.

Andrew Spence's insight:

Excellent 70 page presentation from Josh Bersin.

"87% of Organisations are Revamping, Restructuring, or Considering a Redesign of their Talent Acquisition Function"

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