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14 characteristics of the ideal HR leader

14 characteristics of the ideal HR leader | HR Transformation | Scoop.it

A Dutch network asked a group of CEO's what they like to see in a good HR Director.  Their top  three: 1. Business orientation 2. Good connector. 3. High impact

Andrew Spence's insight:

Good stuff from Tom, who is clearly a great connector for sharing his ideas and suggestions on his blog, The Future of HR 

 

The top of my list, not necessarily in order of importance:

  1. A good HR professional, with a broad view on the profession.
  2. Is independent.
  3. Has a very good relation with CEO and other members of the top team.
  4. Has a clear vision, and is able to articulate the vision.
  5. Business orientation, and more, loves the business she/ he works in.
  6. Is creative and innovative.
  7. Is able to design and implement high impact HR interventions.
  8. Is a change agent and loves change.
  9. Has a great ability to influence others, including the CEO.
  10. Has a strong network she/he can utilize.
  11. Has a global orientation and international experience.
  12. Is a people person.
  13. Can attract and challenge talent.
  14. Can deal with ambiguity.
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The Role of HR in Reinventing Organisations: Embracing People Analyti…

Presentation given by me at Workforce Analytics Summit in Sydney, Australia on 5th May 2016. #WFAS2016 

Andrew Spence's insight:

This presentation attempts to cover the following questions :-

1.What features will successful organisations have in the future?

2.What impact will this have on HR and People Management?

3.What are the main opportunities of the Quantified Workplace?

4.Why has HR struggled with transforming itself?

5.What are the main challenges with our current HR Operating models?

6.What are challenges of People Analytics and how do we overcome them?

7.How can People Analytics help transform HR?

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Gary Johnsen's curator insight, June 2, 12:22 PM
Workforce analytics
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HR Analytics - The "GPS" of True HR Transformation 

HR Analytics - The "GPS" of True HR Transformation  | HR Transformation | Scoop.it
It is critical to understand what HR transformation really is and the role HR analytics plays in effective transformation processes. Mark Berry shares his expertise in this article.
Andrew Spence's insight:

Good overview of how to define HR Transformation from Mark Berry and some insight on the new type of skills required to drive this transformation.

 

The focus needs to shift from process-related metrics -

  • time-to-fill
  • % of identified successors

to those that are more outcome-focused, such as -

  • increasing workforce productivity
  • maximizing return on workforce investment
more...
Gary Johnsen's curator insight, April 11, 2:00 PM
Good summary of HRT and analytics
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IBM and the Great Divide in HR

IBM and the Great Divide in HR | HR Transformation | Scoop.it

IBM's recent foray into improving the experience of individual employees highlights just how big a break a personalized approach would be from the past ideal of simply treating everyone equally.

Andrew Spence's insight:

Improving the experience of individual employees is indeed very different from the usual HR practice of treating everybody the same. 

Many organisations are designing the employee experience using similar methods to the design of the customer experience.

However, treating individuals differently depending on their needs/abilities is not new e.g. situational leadership 

Are we moving from the industrial-age, sheep-dip approach to managing people to a more personalised treatment? 

Peter Cappelli has called out a trend and one worth watching...

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MGLHR's curator insight, March 31, 6:18 AM

Improving the experience of individual employees is indeed very different from the usual HR practice of treating everybody the same. 

Many organisations are designing the employee experience using similar methods to the design of the customer experience.

However, treating individuals differently depending on their needs/abilities is not new e.g. situational leadership 

Are we moving from the industrial-age, sheep-dip approach to managing people to a more personalised treatment? 

Peter Cappelli has called out a trend and one worth watching...

Gary Johnsen's curator insight, April 11, 2:03 PM
IBM getting into employee experience game 
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Diversity’s new frontier

Diversity’s new frontier | HR Transformation | Scoop.it
It’s time to rethink diversity. Advances in neurological research can help organizations operationalize diversity of thought and eventually change how they define and harness human capital.
Andrew Spence's insight:

Cognitive Diversity will be a feature of orgs that succeed in the future 

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The Quantified Workplace: Technology vs Trust?

The Quantified Workplace: Technology vs Trust? | HR Transformation | Scoop.it
The Quantified Workplace: Technology vs Trust?
Andrew Spence's insight:

My latest post from the HR Transformer Blog.  

Highlights some examples of social sensing technology with the benefits and some of the risks.  I would be very interested in your views and experiences of this type of technology.

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How to Become a Soulful Organisation

How to Become a Soulful Organisation | HR Transformation | Scoop.it

This is a 1 hour video where Frederic Laloux visits the RSA to discuss the historical evolution of management thinking, and share how extraordinary pioneering organisations in very different sectors (from profits and nonprofits, to schools and hospitals) are already operating from the next stage of management.

Andrew Spence's insight:

The way we manage organisations seems increasingly out of date.

Frederic's research and his book Reinventing Organizations have received extraordinary acclaim from academics, coaches, consultants, business leaders and employees.

Some real thought provoking ideas from Frederic on management that will be a feature of successful organisations in the future.

How we can move from Industrial age thinking of Predict and Control to Sense and Respond.

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The Campaign for Meaningful Work

The Campaign for Meaningful Work | HR Transformation | Scoop.it

There is a crisis in the modern workplace, YouGov research that shows“37% of British workers think their jobs are meaningless” 

Andrew Spence's insight:

Here are some of my suggestions to help make work more meaningful :

  • Link the work to something bigger
  • Empower people to organise their own work
  • Show your organisation’s impact on customers
  • Keep learning about what motivates us at work
  • Finally, ditch that annual engagement survey!
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Reinventing HR: An extreme makeover

Reinventing HR: An extreme makeover | HR Transformation | Scoop.it

Report from Deloitte as part of the Global Human Capital Trends 2015 series.

Andrew Spence's insight:

Several factors are converging that should make reinventing HR a critical priority for companies around the world.

  • CEOs and other senior executives are more worried about talent than ever before. Eighty-seven percent of our respondents are deeply concerned about culture and employee engagement, 86 percent about their leadership pipeline, and 80 percent about workforce capabilities.3 At the same time, 80 percent of survey respondents believe their company’s HR skills—or lack of skills—are a significant issue.4
  • Many organizations are moving to a global business services model, and back-office functions and systems are transitioning to cloud technology. HR is often at the forefront of this transition. As a result, the HR function has an opportunity to play a leading role in defining the scope of retained functional roles such as business partners and centers of excellence.
  • The newer HR technology platforms now offer integrated systems and more access to data, including analytics and assessment science. Employee self-service is now a reality, all but eliminating the need for HR generalists. Yet HR continues to struggle to optimize analytics.
  • A highly competitive global talent market has shifted power into the hands of employees, forcing HR to redesign programs in the face of a much more demanding workforce.
  • Traditional HR practices such as performance management and leadership and development are undergoing radical change, forcing HR to throw away the old playbook and deliver more innovative solutions.
more...
Marc Wachtfogel, PhD's curator insight, August 4, 2015 7:49 AM

Several factors are converging that should make reinventing HR a critical priority for companies around the world.

CEOs and other senior executives are more worried about talent than ever before. Eighty-seven percent of our respondents are deeply concerned about culture and employee engagement, 86 percent about their leadership pipeline, and 80 percent about workforce capabilities.3 At the same time, 80 percent of survey respondents believe their company’s HR skills—or lack of skills—are a significant issue.4Many organizations are moving to a global business services model, and back-office functions and systems are transitioning to cloud technology. HR is often at the forefront of this transition. As a result, the HR function has an opportunity to play a leading role in defining the scope of retained functional roles such as business partners and centers of excellence.The newer HR technology platforms now offer integrated systems and more access to data, including analytics and assessment science. Employee self-service is now a reality, all but eliminating the need for HR generalists. Yet HR continues to struggle to optimize analytics.A highly competitive global talent market has shifted power into the hands of employees, forcing HR to redesign programs in the face of a much more demanding workforce.Traditional HR practices such as performance management and leadership and development are undergoing radical change, forcing HR to throw away the old playbook and deliver more innovative solutions.

Valerie Bauwens's curator insight, August 4, 2015 1:47 PM

Several factors are converging that should make reinventing HR a critical priority for companies around the world.

  • CEOs and other senior executives are more worried about talent than ever before. Eighty-seven percent of our respondents are deeply concerned about culture and employee engagement, 86 percent about their leadership pipeline, and 80 percent about workforce capabilities.3 At the same time, 80 percent of survey respondents believe their company’s HR skills—or lack of skills—are a significant issue.4
  • Many organizations are moving to a global business services model, and back-office functions and systems are transitioning to cloud technology. HR is often at the forefront of this transition. As a result, the HR function has an opportunity to play a leading role in defining the scope of retained functional roles such as business partners and centers of excellence.
  • The newer HR technology platforms now offer integrated systems and more access to data, including analytics and assessment science. Employee self-service is now a reality, all but eliminating the need for HR generalists. Yet HR continues to struggle to optimize analytics.
  • A highly competitive global talent market has shifted power into the hands of employees, forcing HR to redesign programs in the face of a much more demanding workforce.
  • Traditional HR practices such as performance management and leadership and development are undergoing radical change, forcing HR to throw away the old playbook and deliver more innovative solutions.
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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 Blue Sky Change
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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Gary Johnsen's curator insight, May 4, 2015 8:43 AM

New perspective on Kooter's traditional  change model

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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, 2015 6:07 PM

Good article on BU HR

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Trends in People Analytics

Andrew Spence's insight:

With excerpts from the 2015 PwC Saratoga Benchmarks with focus on US

  • Investment in HR increases from $1,610 in 2010 to $2,015 in 2014
  • 29% of recipients cited poor data quality as a top barrier to successfully producing workforce reports or analytics
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4 Keys To Success While Transforming to World of Digital HR

4 Keys To Success While Transforming to World of Digital HR | HR Transformation | Scoop.it

 When you see the word "digital" and "transformation" together - we all
snap to attention and think to ourselves "am I doing this stuff?" or "am I
falling behind?"  

Andrew Spence's insight:

This is a good article from Jason Averbook.

 

What are the 4 things we should address as we move to world of Digital HR? 

 

1. Expectations - "no transformation is more challenging than
meeting the service expectations of a digitally empowered workforce".

 

2. Enhancements - We live in a world of "perpetual beta" where we must continue to try new things, create new
experiences, continue to push the boundaries of how we exceed the expectations of our changing workforce.

 

3. Collaborative Innovations - We have through our history been very "insular" when it comes to who we work with & who we share with...

 

4. Organizational Leadership - The shift from "Mad Men" to "Math Men" as is a key to the organizational leadership
change needed as we move to a Digital HR world.  

 

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SHIFT eLearning's curator insight, April 1, 2:27 PM

This is a good article from Jason Averbook.

 

What are the 4 things we should address as we move to world of Digital HR? 

 

1. Expectations - "no transformation is more challenging than
meeting the service expectations of a digitally empowered workforce".

 

2. Enhancements - We live in a world of "perpetual beta" where we must continue to try new things, create new
experiences, continue to push the boundaries of how we exceed the expectations of our changing workforce.

 

3. Collaborative Innovations - We have through our history been very "insular" when it comes to who we work with & who we share with...

 

4. Organizational Leadership - The shift from "Mad Men" to "Math Men" as is a key to the organizational leadership
change needed as we move to a Digital HR world.  

 

Gary Johnsen's curator insight, June 2, 12:22 PM
Digital HR
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Everything I Learned About Predictive Hiring, I Learned from Applying for a Mortgage

Everything I Learned About Predictive Hiring, I Learned from Applying for a Mortgage | HR Transformation | Scoop.it
The same data science approaches used by lenders and creditors are immensely useful for predicting employee performance - pre-hire - before it’s too late.
Andrew Spence's insight:

I think this article gives a very good example of using predictive analytics and how to overcome some of the challenges.

 

Two Problems with Most “Predictive” HR Systems and Approaches

  • Most approaches “predict” flight risk or performance for current employees only – when it’s too late.
  • Most approaches don’t have highly predictive job candidate data – and never consider augmenting their candidate datasets so they can predict pre-hire.
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Global Human Capital Trends 2016

Global Human Capital Trends 2016 | HR Transformation | Scoop.it

More than 7,000 HR and business leaders from 130 countries responded to this year’s survey. From this research emerged 10 trends in organisation design and culture; in learning, leadership, and workforce management; and within the HR function itself.

Andrew Spence's insight:

Some great insights based on Deloitte research.

Themes around Organisational Design, Leadership, Culture, Engagement & Learning.

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Organizational design: The rise of teams

Organizational design: The rise of teams | HR Transformation | Scoop.it
Hierarchical organizational models aren’t just being turned upside down—they’re being deconstructed from the inside out. Businesses are reinventing themselves to operate as networks of teams to keep pace with the challenges of a fluid, unpredictable world.
Andrew Spence's insight:

According to a Deloitte Survey, 92 percent of companies believe that redesigning the organization is very important or important, making it No. 1 in ranked importance among this year’s respondents.

 

This is music to my ears!

 

For too long, companies have spent too long tweaking round the edges on lost causes such as Employee Engagement.

 

What is the point of 'happy workers' doing the 'wrong work'?

 

The next step is harder, but here are some tips on where companies can start :-

  • Set up a real-time information network: Look at how people seek and find information today using design thinking.
  • Eliminate organizational layers: Question the role and the need for middle managers.
  • Rethink your rewards and goals: Optimize performance management around “team performance” and “team leadership” 
  • Adopt new team-based tools: Put in place tools and measurement systems that encourage people to move between teams.
  • Let teams set their own goals: Teams should be held accountable for results.
  • Communicate shared vision and values from top leaders: Encourage senior leaders to focus on strategy, vision, and direction.
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Ricard Lloria's curator insight, March 14, 2:42 AM

According to a Deloitte Survey, 92 percent of companies believe that redesigning the organization is very important or important, making it No. 1 in ranked importance among this year’s respondents.

 

This is music to my ears!

 

For too long, companies have spent too long tweaking round the edges on lost causes such as Employee Engagement.

 

What is the point of 'happy workers' doing the 'wrong work'?

 

The next step is harder, but here are some tips on where companies can start :-

Set up a real-time information network: Look at how people seek and find information today using design thinking.Eliminate organizational layers: Question the role and the need for middle managers.Rethink your rewards and goals: Optimize performance management around “team performance” and “team leadership” Adopt new team-based tools: Put in place tools and measurement systems that encourage people to move between teams.Let teams set their own goals: Teams should be held accountable for results.Communicate shared vision and values from top leaders: Encourage senior leaders to focus on strategy, vision, and direction.
Veerle Seymus's curator insight, March 18, 3:48 AM

According to a Deloitte Survey, 92 percent of companies believe that redesigning the organization is very important or important, making it No. 1 in ranked importance among this year’s respondents.

 

This is music to my ears!

 

For too long, companies have spent too long tweaking round the edges on lost causes such as Employee Engagement.

 

What is the point of 'happy workers' doing the 'wrong work'?

 

The next step is harder, but here are some tips on where companies can start :-

Set up a real-time information network: Look at how people seek and find information today using design thinking.Eliminate organizational layers: Question the role and the need for middle managers.Rethink your rewards and goals: Optimize performance management around “team performance” and “team leadership” Adopt new team-based tools: Put in place tools and measurement systems that encourage people to move between teams.Let teams set their own goals: Teams should be held accountable for results.Communicate shared vision and values from top leaders: Encourage senior leaders to focus on strategy, vision, and direction.
Gary Johnsen's curator insight, March 23, 8:20 AM

According to a Deloitte Survey, 92 percent of companies believe that redesigning the organization is very important or important, making it No. 1 in ranked importance among this year’s respondents.

 

This is music to my ears!

 

For too long, companies have spent too long tweaking round the edges on lost causes such as Employee Engagement.

 

What is the point of 'happy workers' doing the 'wrong work'?

 

The next step is harder, but here are some tips on where companies can start :-

Set up a real-time information network: Look at how people seek and find information today using design thinking.Eliminate organizational layers: Question the role and the need for middle managers.Rethink your rewards and goals: Optimize performance management around “team performance” and “team leadership” Adopt new team-based tools: Put in place tools and measurement systems that encourage people to move between teams.Let teams set their own goals: Teams should be held accountable for results.Communicate shared vision and values from top leaders: Encourage senior leaders to focus on strategy, vision, and direction.
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Ten Predictions For HR Leaders In 2016

Ten Predictions For HR Leaders In 2016 | HR Transformation | Scoop.it

The digital workplace of 2016 will bring major changes to the world of HR. Here are ten predictions for the year ahead from Josh Bersin.


Andrew Spence's insight:

Nobody speaks to more HR leaders and HR vendors, so always interesting to hear Josh's views on state of the HR World, here are his predictions :-

1 Digital HR arrives, patterned after the digital world.

2 Replacement of dated HR technology will accelerate.

3 Talent management (and the platforms we use to deliver it) will reinvent itself.

4 Performance management reinvention will further catch fire around the world.

5 Engagement, culture, and feedback will become CEO-level topics.

6 Global leadership development will change.

7 Corporate learning will go through a revolution.

8 Diversity, inclusion, and gender inequality have reached board level priority.

9 Analytics and data-driven decision making will go mainstream.

10 A reinvention of HR will take place, as a new breed of HR professional enters the stage.

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Inspiring example of (self)-organised teams

Andrew Spence's insight:

Read how Buurtzorg built up an organisation of 10,000 nurses working in self-organised teams.  I found this an inspiring example of organising work around customer needs...

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Changing change management

Changing change management | HR Transformation | Scoop.it
Research tells us that most change efforts fail. Yet change methodologies are stuck in a predigital era. It’s high time to start catching up. A McKinsey & Company article.
Andrew Spence's insight:

Is everything you learnt about change in the "predigital" era now defunct?


In my view, no. One thing we have in common with the industrial age is our reliance on people - and we still have some left.  When I last checked, they still have beating hearts and crave meaningful work.


However, we need to re-think quickly as move move into the digital age.  


Here are 5 areas that can help make internal change efforts more effective and enduring :-

1. Provide just-in-time feedback

2. Personalize the experience

3. Sidestep hierarchy

4. Build empathy, community, and shared purpose

5. Demonstrate progress

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Tony Brugman (Bright & Company)'s curator insight, August 20, 2015 5:38 PM

It's time to modernize 'change'! Great article by McKinsey saying that organisations can unlock the power of digital tools to drive internal change initiatives. 


For example to

1. Provide just-in-time feedback

2. Personalize the experience

3. Sidestep hierarchy

4. Build empathy, community, and shared purpose

5. Demonstrate progress


Makes sense doesn't it?!


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Trends in People Analytics

Andrew Spence's insight:

With excerpts from the 2015 PwC Saratoga Benchmarks with focus on US

  • Investment in HR increases from $1,610 in 2010 to $2,015 in 2014
  • 29% of recipients cited poor data quality as a top barrier to successfully producing workforce reports or analytics
more...
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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, 2015 5:38 PM

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

Andrew Gerkens's curator insight, February 18, 2015 9:36 PM

Useful to consider from an L&D perspective also.

Gary Johnsen's curator insight, February 24, 2015 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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