business opportunities for impact oriented hr

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BUSINESS OPPORTUNITIESFOR IMPACT ORIENTED HRCLEARLY DEFINING THE VALUE CHAIN AND DIRECTING EFFORTS TO TARGET THE CRITICAL LINKS


Among HR practitioners, a common frustration is that HR is often denied the proverbial “seat at

the table.” So, here is what you can do differently this year, and where are the opportunities to

impact the business in a big way.


WHAT DRIVES THE CHANGE A survey of more than 150 of the world’s largest companies conducted by Deloitte consulting

24,6 %NEW executive

The Deloitte Consulting survey of global companies highlights the fact that HR transformation is very much top of mind for C-suite executives. More than 84 percent of respondents are either currently transforming HR or are planning to do so.

Three business events trigger more than 50 percent of the initiatives to transform HR. The most common is the arrival of a new CEO or CHRO. Corporate restructuring 22% (i.e., cost reduction) is a close second, followed by a merger or acquisition 9%.

66 %

Standardize HR

58 %

Implement HRS

45 %

RestructureHR function

29 %

Upgrade HR staff/build capability

Compliance

36%

Recruiting

36%

Global mobility

21%

Training andDevelopment

42%

Talentmanagement

27%

Focus of HR improvements

Primary triggers for improving HR

Stra

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OVERVIEW OF THE MARKET IMPACTING THE WAY YOU SPEND AND SAVE MONEY

Manpower services

Revenue

$93bnOther HR consultingRevenue

$25bn

Permanent recruitmentRevenue

$15bn

85% of HR Consulting activities (NOT including permanent or contract placements) include HR Systems transformation

$604bn of global revenue

A survey of more than 120 companies in North America and Europe with US$1 billion+ in revenue,

some 76% of respondents said their organizations currently

outsource one or more major HR functions

*2015 figures may vary

$133bn

US MARKET

70%19%

11%


TALENT IMPERATIVES FOR 2015

Improving Speed and

Quality of Hire

Assessing & Improving Corporate

Culture

Accelerating Time to

Competency

Driving Performance & Development

Driving Engagement

and Retention

Improving Management &

Leadership

Delivering and Managing

Employment Brand

Planning & Analyzing

Talent

Improving Career & Talent

Mobility


OPPORTUNITY SCANNING FOR STRATEGIC DECISIONS

Primary triggers for improving HR

Focus of HR improvements

Strategic HR activities most likely to be outsourced

Talent Imperatives

Arrival of a new CEO or CHRO

Standardize HR Training and DevelopmentImproving Speed and Quality of Hire

Restructuring/Cost Reduction

Implement HRS RecruitingAccelerating Time to Competency

Merger or Acquisition Restructure HR function ComplianceDriving Performance & Development

Upgrade HR staff/Build Capability

Talent ManagementDriving Engagement and Retention

Global MobilityPlanning & Analyzing TalentImproving Management & LeadershipImproving Career & Talent MobilityAssessing & Improving Corporate CultureDelivering and Managing Employment Brand


CRITICAL PERSPECTIVES

BUSINESS IMPACT TRAJECTORIES

Developing a strategic HR capability by up-skilling

people.

Becoming better in procuring, managing and optimizing flexible workforces through Vendor Management System and/or Managed Services Programs.

Developing leadership capability.

ADDITIONAL OPPORTUNITIES FOR HR TO EXCEL

Compensating executive talent.

Dealing with change.

The shortage of highly skilled talent.

Enhancing HR effectiveness while reducing costs.

Business process outsourcing.