CEMEX - Case Study

Human Resource
Transformation:
What’s next?
Realizing the impact of HR
as a Business Enabler
For Private circulation only
November 2016
1
Human Resource Transformation: What’s next? | Realizing the impact of HR as a Business Enabler
Preface
HR transformation has evolved significantly percent of revenue — to tomorrow’s focus
over the past decade along with the on building strategic business services
changing business environment and that can help drive value (including share
challenges—in India and around the world. prices and contributions to employees
Historically, mature HR teams and functions and communities). The coming decade will
have focused on improving operating provide HR with significant opportunities
efficiency and administrative effectiveness. to help make a difference to the company;
Today, such improvements are table stakes. it will be interesting to see how HR steps
up to the challenge, and we look forward to
To have an impact, HR must develop partnering with you on these challenges
advanced capabilities to align HR structure
and services with the business needs that This survey was conducted to assess the
facilitate business growth and operational current maturity of Indian organizations to
excellence. Advanced HR capabilities take on HRT initiatives and the compelling
enable an organization to execute its reasons for the same. We believe that
business strategy more effectively and several survey findings resonate with the
improve performance across the entire global HR Transformation trends while at
enterprise — not just within the HR the same time, certain developments are
function. unique to the Indian business context.
In recent years, HR Transformation has led Finally, HR transformation programs

to a major restructuring of HR operations continue to evolve rapidly as companies
and processes — transforming the way embrace digital business and HR including
HR services are delivered. Yet there is cloud, mobile, analytics, and automation
still much work to do. Companies today technologies. We hope that the report
face significant HR challenges that barely enables you to evaluate your ongoing and
existed a few years ago. We believe that planned HR Transformation initiatives and
Next Generation HR Transformation will accomplish your objectives to improve HR,
require a significant change from today’s employee, and business performance.
focus on HR operations — which are
typically budgeted at 0.5 percent to 0.7
Debabrat Mishra Sucheta Hota

Partner, Human Capital, Director, Human Capital,
Deloitte Touché Tohmatsu India LLP Deloitte Touché Tohmatsu India LLP
mdebabrat@deloitte.com suhota@deloitte.com
Mohinish Sinha Pooja Bajpai

Partner, Human Capital, Director, Human Capital,
Deloitte Touché Tohmatsu India LLP Deloitte Touché Tohmatsu India LLP
mohinishsinha@deloitte.com bajpaip@deloitte.com
3
Human Resource Transformation: What’s next? | Realizing the impact of HR as a Business Enabler Human Resource Transformation: What’s next? | Realizing the impact of HR as a Business Enabler
Content
About the Survey 6
Survey Demographics 8
Fast Facts: HR Transformation 10
Theme 1: HR specialists have developed to

understand business issues 12
Theme 2: Building HR capability and HR Service

Delivery Effectiveness are key components of the
next phase of HR Transformation 16
Theme 3: Revolutionizing employee experience

through digital 28
Conclusion: From efficiency to business

enablement to digital (HR) business 32
Deloitte’s Human Capital Practice 33
Deloitte’s Human Capital Eminence and Research 34
About Deloitte 36
Authors 40
Contacts 42
4 5
About the Survey Focus Areas:

The macro challenges faced by organizations today have clear business implications that
can help or hinder strategic objectives.
Objective 6 Essential Business Challenges

The objective of this survey is to develop
a distinct point of view to showcase
High-Impact HR
opportunities for HR to drive sustainable Design Principles Rising labor
costs
Rapid change
in technology
Customer supplier
relationship
business impact and co-create value to changes
businesses operating in and from the India
market.
1 Start with foundation
inclusive of analytics
and empowerment
Need to centralize/
standardize processes
Continued focus
on growth
Legislative
changes
Our research uncovered Six (6) Essential organic/inorganic
culture in HR
High-Impact HR Design Principles for next
generation HR Transformation-- decoding
Heightened emphasis on
the desired business impact of HR Service
Delivery for value realization. 2 Build structure that
optimizes business
embedded design and
quality and standards
Keeping this in mind, Deloitte conducted delivery while leveraging

its second national survey to understand HR specialist expertise Key Considerations For Organizations
how companies in India are bringing HR
How do I improve my How effective are How do I align supply
into the 21st century and understand how
3
operating costs? my current with variable demand?
HR functions and leaders are approaching Mirror business
processes or
transformation across the country. strategy technology?
How do we work across How do I align my What will it take to

different subsidiaries? HR strategy with improve middle/back
4
business office operations?
Coordinate efforts
requirements?
across the
organization – frontline How am I charged
decision making and for service?
information sharing
5 Leveraging principles
1-4 to optimize
business leadership,
Desired Outcomes
Financial savings Compliance Business continuity plan Flexible Infra
manager people skills and
HR performance Strong Customer Relationships Access to trained resources
BPR Leaner processes and policies Integrated systems
6 Move towards
digitization and
automation through
design thinking
6 7
Survey Demographics
Figure 3: Industry Distribution
Manufacturing 33%
Technology, Media & 13%

Telecommunications
Participant Profile
Energy & Resources 13%
This HR Transformation survey report
presents the results of more than 75 HR Figure 1: Organization type
Services 9%
leaders across various industries across 31% MNC
India. This year, we saw representation 22%
Indian MNC Financial Services 9%
across varied industry segments,
with dominant participation from Indian Business
House Consumer Business 9%
Manufacturing, Technology, Media and
Telecommunications, and Energy and Government /
Resources industries. A representative Public Sector Others 5%
4% Undertaking
sample of small, medium, and large
Global In-House Life Sciences & 4%
organizations was taken. 4%
centers/ Captive Health Care
5% Shared Services Lifesciences and
We would like to thank all the participants Centers 2%
healthcare
who completed the survey.
Others Banking & 2%
Securities
34%
Transportation 2%
Figure 2: Geographic Presence
26% Figure 4: Company Annual Revenue

Only in India
16%
16+ Countries
5001-10000 Crs 36%
2-5 Countries
6-15 Countries 2501-5000 Crs 9%
1001 - 2500 Crs 20%
27%
<1000 Crs 35%
31%
8 9
HR Transformation
70 percent of organizations have

indicated that they have initiated an HR
Transformation initiative. More than 60 70%
percent of the remaining organizations are
planning a transformation initiative in the
Fast Facts: HR
next 2 years
Transformation HR, a Cost driver to a strategic business partner
in India 55% 55%

Effectiveness Building HR
of HR Services Capabilities
In 2016, 36 percent cite ‘efficiency in HR costs’ and 14 percent

cite ‘compliance’ as drivers leading to a HR transformation in
Did you know? comparison to 65 percent and 41 percent in 2012, respectively
HRT has evolved significantly in India over increasingly global and competitive and
the past few years. For more than a decade, striving to keep pace with the best-in-class
large global companies have looked to industry practices, HRT is being realized
transform HR to improve alignment with as a key enabler by C-Suite leaders in Shape Culture, Drive Strategy
business needs. Deloitte’s India HRT Survey India to enhance the HR service delivery
2016 is the second edition in this series, effectiveness and position HR as business
a leadership guide to help executives enabler.
Organizations have initiated HRT Organizations have
navigate the demands of HR interventions.
75 organizations participated in this survey The findings of the survey illustrates some
79% efforts around restructuring HR 61% a focus on changing
organizations organization culture
from diverse industry segments highlights of the emerging trends of HRT in India.
interesting insights and trends of HRT in Below are key highlights.
India. As Indian companies are becoming
New Mandates
A downward trend has New mandates are on the
been seen in the focus horizon including the focus
on restructuring the on digital solutions, design
HR Shared Services thinking, and incorporate
(from 57 percent to 41 automation in HR processes
percent) and systems
10 11
HR specialists
continue to struggle to understand how Figure 7: CoEs focus solely on strategic initiatives
HR business partners should contribute
to the business. According to the 2015 Strongly Agree 30%
Deloitte HR Business Partnering Report2,
have developed
this may be due to a mismatch of current Agree 32%
HR professionals’ capabilities with what
is required for the business partner role. Slightly Agree 26%
Moreover, the maturity level of many HR
functions is still not at point where business
to understand
Slightly Disagree 11%
partners can fully take advantage of their
HR service delivery model. Disagree 22%
Moreover, Centers of Excellence (CoEs)
business issues
are playing a major role in shaping the HR
strategy for organizations. 62 percent of offerings, eliminating and transitioning
the respondents reported that CoEs in as much operational work as possible.
their organization are working on strategic Organizations realize that if the traditional
initiatives which are aligned to the business scope of HR shared services is limited to
imperatives. ‘Centers of Excellence’ are administrative work, it will be destined to
Human Resources at a turning point? Figure 5: HR professionals have a strong understanding of the evolving to ‘Communities of Expertise’. focus on the lower value efficiency gains.
HR is at a crossroads. Once designed business, competitors, and the external business environment These communities are enterprise-wide There is a need to transition administrative
primarily as an administrative and networks with a combination of centralized work to shared services and operations
compliance function, today’s HR Strongly Agree and business embedded resources charged centers and then proceed to find ways to
21%
organization must be closely integrated with the developing and applying deep digitize, automate, and streamline these
with the business. Changing business functional HR knowledge. Earlier COEs activities to the fullest extent possible.
Agree 55%
imperatives demand not only a new focused on pushing policies and programs
organizational model for HR itself, but also a into the business; now they are adapting
Slightly Agree 17%
massive reskilling of HR professionals. This to the changing business needs, with
presents an unprecedented opportunity continued focus on addressing emerging
for HR to play a leading role at the highest business priorities and actively interacting
levels of business strategy, execution, and with business leaders and employees
Disagree 4%
results. at many levels and across divisions and
geographies.
Evolving role of HR
More than three quarters (76 percent) of Running HR like a commercial
respondents to our 2016 recognize that HR Figure 6: HRBPs partner well with the business
enterprise
executives have a strong understanding of Almost 1 out of 2 (49 percent) of the
their businesses, competitors, and external Strongly Agree 30%
respondents reported HR shared services
environments. As HR gains credibility in should further expand their business
influencing key business decisions, this Agree 32%
finding confirms HR’s central role to partner
with the business in managing business- Slightly Agree 26%
related risks.
In addition, while HR is embedding itself
in the business, the role of HR business Disagree 22%
partners needs to be re-defined.
Increasingly, there is a pertinent need for
the business partner role to have a greater
impact on the business activities. 72
percent of the respondents report business
partners are playing a strategic advisory
role in developing and implementing
strategies aligned to meet business
objectives. However, many organizations
2
Deloitte HR Business Partnering Report, 2015 http://www2.deloitte.com/content/dam/Deloitte/za/Documents/financialservices/za_human_
resources_business_partnering_20_jan_2015.pdf
12 13
HR Operating Models are in a state of by restructuring the roles of HRBPs and

flux COEs. In this year’s survey, a growing trend
Deloitte’s focus since 2014 has been on an toward increasing alignment between
approach we refer to as High-Impact HR business and HR (68 percent) is a key focus
operating models3 - but have organizations area, as seen in Figure 8.
really been able to shift to a new level of
maturity? Professors Dave Ulrich, Wayne Moreover, as seen in Figure 8, CoEs
Brockbank, and their many professional have gained a wider acceptance, and
colleagues helped set the direction for restructuring roles within CoEs (from 32
transformation of HR. Organizations percent in 20121 to 57 percent in 2016)
have also been transforming HR for more will grow, as organizations continue to
than 20 years now. Today’s HR functions transform HR by focusing capabilities within
are facing a new set of challenges. centers of excellence. CoEs will drive leading
Organizations now expect HR not only practices and processes by embedding
to be efficient in delivering core services deep, functional HR knowledge, strong
but also to set a talent agenda for driving understanding of the business issues, and
performance and engagement. HR must market trends.
support and drive a range of business
initiatives. Thus, the HR operating model
Figure 8: HR roles that are a part of the restructured organization
must be able to evolve constantly and
respond to new business challenges
HRBP Generalists 68%
including innovation, transformation, and
digital strategies. HR Centers of
Excellence 57%
HR roles that are a part of a
HR Shared Services
restructured organization 41%
/ HR Ops
When we conducted the HRT survey in
HR IT Part of HR
20121, 43 percent of the respondents 14%
Shared Services
indicated that restructuring the HR
organization was one of the key activities
carried out in HR interventions. Moreover,
57 percent indicated restructuring HR
shared services was one of their main areas
of work during HR re-organization followed
3
Deloitte High Impact HR Operating Model Report, 2014 http://www2.deloitte.com/content/dam/Deloitte/global/Documents/HumanCapital/gx-
hc-high-impact-hr-pov.pdf
14 15
Building HR capability
What are the top three challenges HR on the external sector, continual growth in In this year’s survey, when asked about
functions face today? consumer spending, fostered by favourable current challenges being faced by
According to the 2016 Global Human Capital demographics, moderate inflation, and organizations, the top three emerging
Trends: India Report4, over 75 percent of the strengthening investments are expected to challenges (Figure 9) – ‘ developing leaders’,
and HR Service Delivery

Indian organizations are optimistic about fuel continuing growth. These organizations ‘productivity and performance management’
the future. With 46 percent respondents exhibit confidence in their HR capabilities and ‘data management and analytics’ are
witnessing a growth of more than 10 percent relative to survey respondents globally, in line with the global findings of the 2016
this year, India’s economy appears to be however, the state of complexity in terms of Deloitte Human Capital Trends Report5.
on track to be one of the fastest growing the work environment, business practices
Effectiveness are key

economies in the world in the coming year. are still discouraging.
Resilient domestic demand, limited reliance
components of the
Developing leaders: Still a recurrent Productivity and managing Data Management and Analytics:
issue performance: Reinventing HR Gaining speed
The leadership challenge in organizations In Deloitte’s Global Human Capital ‘People analytics’ refers to using people-
has grown to a crisis level. Increasingly Trends Report 20165, the percent of the related data to bring together HR and
next phase of HR
companies rate this issue as important or respondents rating HR’s performance business data from different parts
very important. Nor is this surprising, as the as ‘good’ or ‘excellent’ has been trending of the business – as well as external
challenges are immense. upwards over the past few years. 60 percent data-- addressing various HR challenges:
of the respondents believe HR is innovating performance management, compliance risks,
Leadership challenge
Transformation
and beginning to reskill in order to deliver employee engagement, leadership pipeline
remains: In 20164, 68 percent greater business impact and drive business and culture. Analytics can now be embedded
of respondents across India innovation. in most ERP and talent management
systems. Driven by competition for both
are still not confident on their In Deloitte’s 20165 Global customers and talent, organizations now are
leadership bench strength Human Capital Trends Report aggressively investing in data management
and analytics.
only 5 percent rate their
The imperatives of efficiency and cost This survey revealed several HR challenges In the India Human Capital Trends Report
reduction have always been part of the as seen in Figure 9, the top three challenges 2016 , 88 percent of the respondents still
4 organizations HR performance In Deloitte’s 20165 Global
HR mandate. Initially focused on making have been elaborated below. believe building a leadership pipeline is a as ‘excellent’ globally Human Capital Trends
continued strategic priority, with only 50
HR operations more efficient and effective
Figure 9: HR challenges faced today
report, 77 percent rate
through process standardization and percent ready to tackle this challenge. 68 HR organizations are largely being operated
technology, the next generation of HR percent respondents across India are still and managed like any other business people analytics as a key
transformation is more tightly linked to Developing Leaders 79% not confident about their leadership bench function and leaders want to know how To meet these challenges companies must
business strategy, results, and impact. It is strength. The majority of respondents have they are performing. This requires the reinvent their HR practices and relook
Productivity & Performance not reviewed or are currently reviewing use of a variety of measurement tools to at people management and evaluation
an enabler to create business value through 68%
Management
HR initiatives that address a company’s their leadership development strategy with monitor the effectiveness and efficiency of through new strategies for leadership,
Data Management &
most pressing strategic challenges. That 45% only 30 percent having made high value HR organizations and a drive for continuous talent, and data analytics.
Analysis
means anticipating critical workforce trends, investments. improvement efforts. Organizations are
shaping and executing business strategy, Employee Attrition 38% using performance metrics and Service
identifying and addressing people-related Fig 10: SLA / KPI for process and Level Agreements as governance and
risks and regulations, enhancing workforce Learning & performance management management tools. It is interesting to note
30%
Development
performance and productivity, and offering that 83 percent of organizations have
new HR initiatives to help a company improve Simplification
28% No pre-defined SLAs and KPIs for process
of Work 17% performance management even though 68
and grow. Typical HR challenges revolve
around overlapping HR processes, systems Complaince & Risk percent of them indicate productivity and
Management 13%
and structure that are not comprehensive in performance management is a challenge.
nature and are not designed to support the
global organization and its planned growth.
Yes
Deloitte Human Capital Trends India Report, 2016 http://www2.deloitte.com/content/dam/Deloitte/in/
4 83%
Documents/human-capital/in-hc-india-report-web-19may2016-noexp.pdf
5
Deloitte Global Human Capital Trends Report, 2016 http://www2.deloitte.com/content/dam/Deloitte/
global/Documents/HumanCapital/gx-dup-global-human-capital-trends-2016.pdf
16 17
Where are we on the HRT journey? the past 5 years, only six percent
Out of the companies surveyed, 70 organizations believe that the
Figure 11: Have you undertaken any Figure 14: Key challenges faced by organizations after commencing HR transformation
percent have undertaken HRT initiatives transformation efforts have not reached
HR Transformation initiatives in the
in the last 5 years, suggesting that HR the expected satisfaction levels (Figure
past 5 years? Developing Leaders 82%
organizations are realizing the value that 12). These organizations face impending
HR can provide to business in terms of challenges in defining the SLA / KPIs Productivity &
cost savings and improving operational around productivity and performance Performance 64%
Management
effectiveness; this has largely been the management, along with managing
result of a focus on standardizing HR data effectively. Organizations cited No Data Management & 52%
30% Analysis
systems and processes, implementing inefficiency in the current model,
shared services, and outsourcing and lack of ability to effectively scale to Employee Attrition 39%
getting started on analytics and new meet organization needs, along with Learning &
digital platforms and applications. 33%
increased complexity, and poor vendor Yes Development
management as reasons for not being 70% Simplification
Among the rest, more than 60 percent able to meet the desired objectives. of Work 21%
respondents have indicated plans to
Complaince & Risk
initiate HR transformation initiatives over It is interesting to note that organizations Management 9%
the next two years. It is interesting to (30 percent) that have not undergone Figure 12: What is the level of
note that 72 percent of the respondents any HR transformation face slightly satisfaction achieved from the
are managing their transformed HR different challenges than those transformation initiatives?
processes internally in comparison to organizations that have commenced Figure 15: Key challenges faced by organizations that have
only 46 percent in 20121. The increase a transformation. Productivity and not commenced any HR transformation
Did Not Meet
can be contributed to the specialised, performance management (79 percent) Productivity &
6% Expectations
home grown infrastructure and is the top concern for organizations who Performance 79%
facilities that these organizations have have not undergone any transformation Management
invested in to manage their HR systems. initiative (Figure 15). Moreover, Developing Leaders 71%
Organizations have identified avenues simplification of work (43 percent) and 24%
Simplification
for optimization through employee self employee attrition (36 percent) are of Work 43%
service, shared services, outsourcing other areas that require attention. 70%
and hybrid delivery models. Furthermore, development of the Employee Attrition 36%
leadership pipeline (Figure 14 and 15)
Data Management &
One in five respondents (21 percent) continues to remain the most pressing Exceeded 29%
Met Expectations Analysis
have selectively outsourced certain challenge faced by all organizations. Expectations
transactional, lower-value add activities Learning &
21%
Development
to ensure core HR teams remained Beyond back office basics
focused on key strategic imperatives. The survey shows that HR Figure 13: When is the next planned Complaince & Risk
21%
HR Transformation initiative in your Management
Organizations are now re-evaluating the transformation efforts are more
services they are willing to retain versus geared toward specific HR operational organization?
outsource based on their organizational priorities rather than larger strategic
Planned in Next
capabilities as they better understand plans. The scope of HR transformation 24 Months Figure 16: Nature of HR transformation undertaken
the service delivery implications. The initiatives has evolved, where most Planned
tailored strategy will result in a more of the organizations are focusing on in Next 36 Restructure HR
79%
pragmatic approach, a more realistic reinventing the HR function. In 2016, 79 14% Months Organization
solution and better HR outsourcing percent of the respondents commented Standardize HR
36% 70%
outcomes. Organizational dynamics and that restructuring HR specifically is
culture will often significantly drive the one of the most important triggers Change Organization
61%
types of services that can be successfully to transformation as opposed to Culture
integrated into the retained organization. restructuring the company as a whole Implemement IT
Platform 55%
(43 percent in 20121) or standardizing HR 50%
Of the organizations who have activities (86 percent in 20121). Upgrade HR
36%
undertaken HR transformation in Staff
Planned in Next
12 Months
18 19
Growth of Shared Services to improve Figure 17: Key drivers for HR transformation Shared Services staff have also evolved to Figure 18: Barriers in HR service delivery model
HR service delivery effectiveness successfully deliver a more robust suite of
Effectiveness - Able to effectively scale to meet
Organizations originally implemented HR 55% services to the business. 80%
Service the needs of your organization
Shared Services in response to optimizing
HR service delivery and enhancing Build HR Capability 55% Obstacles in the current HR service Degree of complexity 77%
customer experience. As we move toward delivery model
Corporate Lack of efficiency in current
globalization, a virtual workforce, and the 42% HR Shared Services key roles must be 59%
Restructuring model
need to support global talent strategies, the organized in a way that optimizes the
role of HR Shared Services also has begun Rapid Growth 36% delivery of service and enhances the Cost of Operations 52%
to evolve. There are numerous benefits employee experience.
Efficiency - Poor service being provided by
cited by organizations for implementing 36% 23%
HR Cost third party providers
Shared Services. In Deloitte’s Global Shared Over 80 percent organizations in the
Services Survey (2011), over 85 percent Free HR For Lack of strategic inputs from HR
33% survey cited ability to effectively scale to 9%
Strategic Work professionals
of organizations agreed cost reduction, meet the needs of their organization as the
level of controls, and process efficiencies Part of Larger most important challenge in implementing
18% Others 5%
Corporate Effort
were the top three benefits of adopting a an effective HR service delivery model.
Collaboration among CoEs, HRBP,
Shared Services Centre (SSC). However, in Complaince 12% Moreover, the increased complexity 5%
Shared Services
the recent Global Shared Services survey (75 percent) and reduced efficiency (59
(2015)6, majority of respondents recognized New percent) with increased cost of operations
6%
Executive
that cost savings are not the sole focus (52 percent), are other barriers to a
of a SSC adoption; while business units M&A successful HR service delivery. Increasingly,
3%
continue to focus on basics, they are also substandard service provided by third
facilitating transition into higher value added Drive party vendors is another area that requires
Business 3%
services including leveraging Six Sigma, Lean attention (23 percent).
Methodologies, Predictive Analytics, etc.,
to improve performance and results—not Initiatives undertaken in the short Figure 19: Initiatives taken in the short term to improve HR service
simply lower costs. (Figure 17). Moreover, compliance which term to improve HR service delivery delivery effectiveness
was another key driver in the 20121 survey, effectiveness Reengineered Key
61%
What are the key drivers for HR shows a drop by 29 percent this year. This Organizations are already undertaking HR Processes
Transformation going forward? indicates that the HR function is largely several initiatives to improve their HR Improved Line Managers’ People
Management Capabilities 61%
HR Shared Services expands upon the moving toward increasing alignment with serviced delivery models. 61 percent of
traditional model to include the delivery the business objectives. The next phase of the organizations are re-engineering the Focused/ Re-Focus on
52%
of inquiry, transactional, and specialty HR transformation necessitates achieving key HR processes along with building line the Role of HRPB
services with a focus on customer service, higher efficiency on enhanced service levels. manager’s people management capabilities. Implemented Self
43%
operational excellence, and continuous From being compliance driven and ensuring Over 50 percent of organizations re-focused Service Portal
improvement. In this survey, improving cost efficiency HR services are now a part the HR business partner role, and some Implemented A New
service delivery effectiveness (55 percent) have changed the scope of CoE within HR 36%
of larger corporate efforts, which are more HRMS/ Tool
and building HR capability (55 percent) strategic in nature leading to enhanced (23 percent). Implementing a new HRMS
Evaluated / Updated Cost Allocation
have retained their positions as the customer (employee) experience. technologies, along with user-friendly 27%
Across HR (Orgainization Structure)
top two primary goals for initiating HR self-service portals for better delivery Changed the Scope
transformation. However, there is a drop of HR processes are other initiatives 23%
As Shared Services organizations mature of CoE Within HR
in percentage compared to 20121, where a over time, organizations have moved to taken to improve the HR service delivery
Introduced New Tool for Delivery
larger percentage of organizations (over 80 combine other functional areas into one effectiveness. 18%
of HR Processes
percent) agreed that these two drivers were comprehensive shared services strategy Implemented a Shared
most vital. 16%
and approach. This allows organizations Services Mode
to reduce their operating costs further Outsourced HR
Also, it is interesting to note some and helps provide a consistent employee 11%
Activities
changes among the other key drivers. 42 experience across all functions, regardless Brought Back Services Previously
percent of the surveyed companies are of the source of the inquiry or transaction. 2%
Outsourced to a Vendor
looking at transforming HR as a part of HR Shared Services has traditionally focused
corporate restructuring and 36 percent on highly transactional services, but has HR Analytics 2%
organizations feel rapid growth and recently evolved to incorporate interactive
efficiency in cost are other key goals of and knowledge-oriented services. The
initiating HR transformation interventions skills and experiences required for HR
6
Deloitte Global Shared Services survey, 2015 http://www2.deloitte.com/content/dam/Deloitte/dk/Documents/finance/Deloitte-SSSurvey-Interactive.pdf
20 21
Figure 22: HR challenges faced with HRSSC operating for 6 months till 2 years
Developing Leaders 80%
Data Management &

Analysis 60%
Productivity and Performance

Management 60%
Simplification of Work 40%
Employee Attrition 40%
Complaince & Risk

Management 20%
Figure 23: HR challenges faced with HRSSC operating for 2 to 4 years
Considering the move to HR Shared Center of Excellence (COE) functions are Developing Leaders 100%
Services? realizing that to provide consultative and
Four primary factors are driving the design services to the business, there Data Management &
Analysis 75%
migration of work across HR operating is a need to shift more of the program
models to Shared Services. administrative and high-volume repetitive
delivery work to the Functional Specialists—
Improvements in technology and and where possible, to self-service and
Employee Attrition 50%
accessibility to knowledge management automated services as well.
tools for all HR Shared Services roles has
increased the amount of information HR shared service is an enabler to move Figure 24: HR challenges faced with HRSSC operating for more than 4 years
available to research and resolve issues administrative and transactional services
faster and at lower levels. into dedicated separate setups. 30 percent Developing Leaders 75%
of the organizations in the survey have
The economy has allowed HR organizations stated that their HR service delivery is taken Data Management &
Analysis 50%
to better retain their people across all care of by HR shared services (Figure 20).
levels; improving the existing knowledge The survey results also revealed that 38 Learning & Development 50%
and experience as well as allowing some percent of the HR shared service centres
organization to hire higher quality people at were relatively young – over 60 percent had Productivity and Performance
Management 50%
lower costs. more than 2 years of experience (Figure 21).
The majority of the respondents (over 65 50%
Employee Attrition
Organizations want to resolve inquires within percent) indicated that their shared services
first contact to achieve a higher customer have met or exceeded desired objectives.
satisfaction rating, therefore, they are A few organizations could not meet the
investing in training, tools, and hiring the expected satisfaction levels due to increased
right skill set in their contact centers. degree of complexity in setting up a shared
services, others agreed inefficiencies Figure 25: Degree to which it has met Figure 26: Benefits from shared
around the current model and inability to the objectives? services
Figure 20: HR Service delivery by Figure 21: When was it set up? Short of Meeting
effectively scale to meet the needs of their Exceeded Balanced
shared service Objectives
<6 Months organization led to lower satisfaction levels. Control &
Organizations believe better resources, 23% Check
>4 15% Cost
7% Years stronger governance, faster decision making, Reduction
31% 31%
and increased change management could Centre
Yes 6 Months-
have led to improved HR service delivery
30% 2 Years 31%
31% effectiveness. Moreover, most respondents
suggested that they could leverage shared
54%
services as a strategic asset in order to 46%
No improve quality of services provided in
Quality
70% 31% addition to just being a cost centre.
Met Improvement
2 Years - 4
Years
22 23
Lead time for setting up shared Figure 27: Standardization of processes Figure 28: How long did it take to
services before or after? operationalize?
0-6 Months
In our survey, 54 percent of the 12- 18 First
organizations reported setting up their HR Months Moved to
shared services in a period of 6 months to Shared communicate the overall health of the HR Figure 31: Scope of HR Shared Services
15% 23%
a year. Typically, an MNC takes 6 months Services
31% Shared Services Organization
to 18 months for setting up a shared Manage 58%
Payroll
serrvice, compared to a GIC’s which takes a Scope of Outsourced services
shorter lead time as they have established Manage Employee
Payroll administration (58 percent) continues Engagement & Satisfaction 33%
procedures in place. The majority (77 to be the key HR process outsourced.
54% Manage Shared Service
percent) of the respondents indicated that Additionally, processes like Manage 25%
they should first standardize processes and 77% Customer Delivery
Standardized Employee Engagement and Satisfaction (33
then opt to move to shared services. Manage Employee
6-12 processes and percent), Manage Shared Service Customer 25%
Health & Safety
Months moved to shared Delivery (25 percent), Manage Employee
Main challenges in HR shared services services at the Health and Safety (25 percent), and Manage Manage Benefits 25%
Since HR shared services is a relatively new same time
Benefits (25 percent) have emerged as
organizational form for 40% of companies in key processes that are being considered Manage Talent
25%
India, there are still several challenges that Acquisition
for outsourcing other than payroll. There
have not been sufficiently explored. Out Figure 29: Challenges faced in HR Shared Services
were four new HR processes identified that Manage Employee
Separation 17%
of the surveyed respondents, majority of Improving Business Process are being outsourced in this year’s survey.
Efficiency 92%
organizations believe process re-engineering Manage Shared Service Customer Delivery, Manage
17%
(92 percent), automation (67 percent), Performance
67% Manage Time & Attendance, Establish and
gaps in communication, and reduced Automating Manual Tasks
Maintain HR Processes and Policies, and Manage Training &
Development 17%
transparency (58 percent) are key problems Reducing Communication and Manage Global Employment.
58%
in implementing HR shared services. In line Transparency Gaps The grass is always greener on the Manage Time &
17%
with the global results from the Deloitte Expanding the Business other side Attendance
Shared Services Survey, 2015, the above Offering 50%
As per the Deloitte India survey, 36 percent Manage HR
17%
findings can be well correlated with the of the respondents have selectively or Records
maturity of HR shared services today. It is Reducing Process Variance 25%
Manage
understood that the more mature the HR 17%
Compensation
shared services are, they are more likely to Reducing Cost Per Transaction 8%
Manage Workforce
expand their business offering to include 8%
Planning
other processes within the shared services Establish & Maintain HR
setup. Figure 30: How could the HR Shared Services journey be improved? 8%
Process & Policies
Better Align Between Process 67% Manage Global
Better alignment between process change 8%
Change & Technology Change Employment
and technology change (67 percent) along
Increased Change
with increased change management (67 Management 67%
percent) and faster decision making (50
Faster Decision
percent) are considered as the top three 50%
Making
drivers that will improve shared services
Issue
growth. Resolution 42%
Better
The use of different performance metrics 42%
Resources
varies across organizations depending on
Better
the objectives and design of HR Shared 42%
Reporting
Services.
Stronger
Governance 33%
Appropriate measurement can increase
the return on investments from the HR Stronger Executive
25%
Support
Shared Services through alignment with
business objectives and by identifying Better
Team 25%
opportunities for continuous improvement.
Some organizations are using scorecards Better Analytics
8%
Capabilities
and dashboards to help them effectively
24 25
Key HR Processes Outsourced Ranking Trend completely outsourced their HR processes Figure 32: Problems faced by Outsourcing partners/providers
2012 2016 compared to 54 percent in the 20121 survey.
Lack of 42%
The drop in the percentage of people Responsiveness
Manage Payroll 1 1 opting to outsource could be due to various
Reactive Vs
Manage Training & Development 2 4 reasons. Both buyers and providers of full Proactive 33%
HR Outsourcing (HRO) arrangements would
Manage Talent Acquisition 2 3 Communication
agree that there is uncertainty regarding the 33%
Barriers
Manage Benefits 3 3 effectiveness and viability of the full HRO
Unqualified
approach based on numerous challenges Resources 17%
Manage HR Records 4 4 they have encountered and continue to
Poor Service Quality
Manage Compensation 4 4 experience. 17%
(Deloitte Achieving SLA)
Manage Employee Health & Safety 5 3 Ineffective Issue
In our survey, 42 percent of the respondents 17%
Resolution
Manage Induction & On-boarding 5 - consider lack of responsiveness of the
outsourcing provider as a major inhibitor Costly 17%
Manage Employee Separation 6 4 to seamlessly execute their outsourcing
Manage Employee Engagement 6 2 contracts. Moreover, 33 percent Failure to Meet SLA 8%
organizations indicate that the existing
Manage Performance 7 4
approach adopted by outsourcing providers
benefits with increased costs. Thus,
Manage Talent/ Workforce Planning 8 5 is reactive impacting the execution of
organizations that are currently in a full
these contracts negatively. Also, gaps in
Manage Competency 8 - outsourcing contract are re-considering
communication is another crucial factor
their strategy and investigating alternatives
Manage Career & Succession Planning 8 - in this regard. Other factors including the
of outsourcing selective administrative tasks
inexperienced resources staffing these
Manage Employee Relations 8 - while building capability for other processes
contracts may lead to delivering reduced
in-house.
Manage Shared Service Customer Delivery - 3 +New
Manage Time & Attendance - 4 +New
Establish and Maintain HR Policies & Processes - 5 +New
Manage Global Employment - 5 +New
26 27
Revolutionize
Scope of HR technology Figure 37: Scope of HR technology
There is a clear shift in the scope of
Payroll 86%
HR technology. The traditional view of
implementing HR technology was limited to
HRIS
employee experience
administrative and transactional services 74%
and has been challenged in recent years to
LMS
more knowledge based services. 50%
HR Data
Although payroll and HRIS form the core
through digital
Warehouse 48%
items within the scope of HR technology
Enterprise HR Portal
initiatives in both the 20121 and the 2016 45%
Deloitte HRT surveys, there is an increased
investment in Learning Management Talent Management
33%
System
Systems (8 percent) and in HR Data
warehouses (19 percent) in comparison Core HR
SOlution 26%
HR Technology landscape, usage and the technology landscape is a fast growing Figure 33: Current technology being to the 20121 HRT survey. Moreover, 26
benefits market now, exploding with innovation used for HR service delivery percent of the organizations have recently
HR technology improvement is also a key solutions. The key objective now is to started to invest in core HR solutions in line
focus area for HR transformation. Adoption deliver seamless employee experience with shifting business priorities and future Figure 38: Dissatisfied with the current HR technology?
of HR technologies has continued to in addition to increasing transparency of human capital trends.
increase as organizations take advantages HR processes, enabling computer and Integration with other modules 17%
of an evolving marketplace and experiment mobile based performance monitoring and Technology enablement in the future? Limited integration ability with
to improve the value delivered by investing generating useful insights to analyse HR Figure 39 indicates that 74 percent of 17%
other technology packages
in new solutions. Organizations have data and respond accurately to emerging the organizations have plans for further
traditionally used them to automate business priorities. technology enablement in next 1-2 High maintenance cost 17%
processes and drive operational efficiencies, years Over one-third of surveyed HR
but are now using enabling technologies It is interesting to note that even though professionals indicate that they plan to User interface is not friendly 33%
to also improve the overall customer there are multiple players in the market, the replace their HR software in the near future
experience and foster a more connected satisfaction levels amongst organizations Not many options of Employee/
(Figure 40). 50 percent of the organizations 33%
Manager self Service
workforce. adopting these technologies is not very cited limited functionality of these
high. Figure 34 shows only 26 percent of technologies, along with low utilization Utilization levels low 50%
Current State of HR technology in India the respondents are ‘very satisfied’ with the levels as key reasons for dissatisfaction.
As seen in Figure 33, almost one-third adoption of such technologies. Moreover, 33 percent of the participants also cited Limited functionality
Home SAP Oracle 50%
of the organizations use home grown under half of these organizations report unfriendly user interfaces and limited
Grown
technology to enable HR service delivery. that the current HR technology being used choice of employee and manager self-
Sucessfactor Peoplesoft
Additionally, almost 50 percent of the is not user-friendly (Figure 35). In fact, 71 service as other reasons for dissatisfaction Figure 39: Any future plans for HR Figure 40: Future plans to retire or
organizations use major ERP packages percent of organizations are also using ADP Empxtrax ESS along with limited capabilities of integration technology enablement? replace existing systems
including SAP (21 percent), Oracle (14 or planning to use mobile technology with other modules/technology packages
Megasoft Adrenalin In-House
percent), SuccessFactor (12 percent), and based solutions for the HR processes and and increased maintenance cost. These
Packages
PeopleSoft (5 percent); the rest of the services. clearly indicate that organizations are keen Yes Yes
market is very fragmented. This implies that Savior HR-One
to adopt better, more integrated, user-
26% No Yes
friendly, innovative solutions with greater
functional capabilities. 38%
Figure 34: What is the level of Figure 35: Is the technology Figure 36: Plans to use mobile
satisfaction using current technology? user-friendly? technology?
62%
74%
Somewhat Moderate Yes

Satisfied Very Less
Neither No
26% Not At All 29%
Satisfied nor 31%
Dissatisfied Extremely
2% 41% 50% High
Somewhat
Dissatisfied Very High 71%
12% 9%
19% Very 5%
5%
Dissatisfied
Very Satisfied
28 29
Analytics driven, science-based Figure 41: How data is collected, reported on and presented to executive leadership
solutions
According to the Deloitte Global Human Dashboards 60%
Capital 2016 trends report, organizations
are no longer ‘stuck in neutral’ in their Spreadsheet 48%
deployment of people analytics. With
analytics moving into the corporate Excel Based 48%
mainstream, organizations are keen to
adopt or are in early stages of adopting Analytics 38%
technology and building capabilities to
ERP Solutions
‘datafy’ their HR organizations. Companies 24%
that “datafy” their HR systems and
Reporting Tools (SQL Based /
processes are seeing 2 to 3 times better 14%
SSRS/ SSIS/ Microsoft BI)
results in their quality of hire, leadership
pipelines, and employee turnover7. HR IT Enabled 12%
organizations have shifted today toward
implementing analytics solutions that drive Homegrown
Software 12%
decision making and value.
Is your solution driven by data

analysis?
Our survey findings report almost half
of the respondents are now engaged
in this area and almost 60 percent
of the organizations feel the data / report generated is generally reliable are currently using HR analytics as
provides meaningful insights driving (Figure 43). an initiative to improve HR service
right decisions (Figure 44). The majority delivery effectiveness. This implies that
of the organizations use dashboards, However, it is interesting to note that even understanding of HR and data analytics
spreadsheets, excel based reporting though the HR analytics is widely used is limited at present and is not being fully
and analytics to collect data, report, and among these organizations and is highly utilized to generate meaningful insights
present it to executive leadership (Figure reliable in generating meaningful insights to drive decision making to enhance HR
41) and have indicated the usability of data only 2 percent of these organizations service delivery effectiveness.
Figure 42: Are you using HR Analytics Figure 43: What is the reliability / Figure 44: Does the data generated
to address the HR related issues? usability of the data generated? provides enough insights to make the
right decisions issues?
Yes Highly Yes

Reliable
No No
52% 40% Moderate
43%
Not
Reliable
48% 50% 57%
10%
7
The Datafication of HR, Deloitte Review issue 14 by Bersin
http://dupress.com/articles/dr14-datafication-of-hr/
30 31
Conclusion: From Deloitte’s Human

efficiency to business Capital Practice
enablement to digital
Deloitte’s Global Human Capital Deloitte Human Capital Consulting
Consulting Practice Practice in India
Deloitte’s Human Capital consulting Deloitte’s Human Capital consulting practice
practice is a recognized leader in the HR in India has over 1,200 professionals with
consulting market with more than $1.8 a strong national presence and wide reach
(HR) business
billion in revenues. Our global network, with 13 regional centers. In India, Deloitte
of approximately 8,000 Human Capital offers its complete range of HR services
professionals, serves 100 countries. We offerings which include:
have global HR support through more than
•• HR Transformation
4,000 specialist HR professionals in the
In India, and around the world, the focus of The picture of what is next in HR cloud, analytics, social, automation and Americas, 2,300 specialist HR professionals •• Organization Transformation and Talent
HR transformation programs has evolved. transformation, even beyond business real time operations. in Europe as well as nearly 1,800 specialist
•• Actuarial, Rewards & Analytics
This year’s India HRT survey, our earlier enablement, is coming into focus. In HR professionals in Asia-Pacific.
survey in 20121, and our research on global this year’s 20165 Global Human Capital Looking across the HR transformation Proven HRT Methodology
Human Capital trends in 2016—including the Trends report we outlined what we expect journey, we can now recognize three Deloitte offers a full range of Human Capital
We leverage robust tools, methodologies
rise of digital HR and people analytics -- help to see next in HR transformation and a critical phases which HR teams are moving services including strategy, program and
and frameworks for HR Transformation,
tell the story of this evolution major emerging focus is on digital HR— through. The challenge today, perhaps, is to delivery design, program management,
fine-tuned over hundreds of engagements
combining the opportunities of mobile, accelerate the journey. process and operations, implementation,
globally.
and change management. Deloitte’s global
Human Capital consulting practice helps
•• Phase I: Highly efficient HR shared •• Phase II: HR focused on business impact •• Phase III: Digital business (and HR) clients transform their HR functions by
services and operations – with and results with an emphasis on HR levering digital technologies, mobile, aligning their human capital strategies with Leveraging our HR Transformation
administration and transactions driven business partners, Centers of Excellence social, real time HR operations and their business strategies and objectives. Our framework to deliver best fit solutions
by self-service, efficient HR operations, to provide insightful external and internal embedded people analytics. The shift global HR Transformation practice assists
technology, and where appropriate, perspectives, is on to the next level of efficiency and with the development of HR strategies,
outsourcing. freeing resources to focus on business creation of new service delivery models, HR Strategy & Value
priorities including new workforce design and implementation of shared
models, innovation, and business—and services models, outsourcing advisory, and HR Service Delivery
HR—automation. the implementation of core and enabling Vision
Figure 45: Comparison of current HR service delivery models and digital HR technologies. HR Organization &
Perhaps by starting with the end in mind, Plan Governance
Current HR service delivery Digital HR Indian companies embarking on HR
transformations can focus, and accelerate, Design
Transactions and processes Integrated HR platform (policy, process, HR Sourcing
their efforts to have an impact on HR
systems, operations)
efficiency, employee experience, and Build
Systems with web browser access Mobile-first apps HR Process & Policy
business impact and sustainability.
Paper-based forms moved to web Deliver
Digital design HR Technology &
forms
Operate Infrastructure
Process-based design Human-centered, experience-driven design
Location Regulation & Tax
SLAs (service level agreements) Real-time (once and done)
HR (and shared) service centers Operations centers People Dimension of HR

Periodic reports Real-time interactive dashboards Transformation
Analytics add-ons Integrated analytics platform and dashboards

Project Management
32 33
Deloitte’s Human
Capital Eminence and
Research
Read report here Read report here Read report here Read report here Read report here
Read report here Read report here Read report here Read report here
Read report here Read report here
34 35
About Deloitte India
Global
Gurgaon/New Delhi
30,000+
professionals
Ahmedabad Jamshedpur spread across 13 locations
244,400
Named a leader in Business
Technology Transformation Baroda
by Forrester Inc.
71,800 Total Headcount
Pune
Kolkata
Ranked #1 globally in Mumbai
120
New Hires
Consulting Hyderabad
by Kennedy
$36.8B
Goa
Named a global leader in
Business Analytics Services Revenue In Us$
674 Bengaluru
years
by Gartner Offices Chennai
Deloitte
Named a global leader in
Coimbatore
Globally Kochi of successful
Cyber Security Consulting by
Fy2016
MORE THAN
client service
Kennedy
150+
Ranked #1 globally in Life Countries And
Sciences Sector Consulting by
Kennedy
Territories
$225M India clientele (November 2015 BT500*)
More Then Societal Impact
Named a leader in Global Risk
Management Consulting
1,167,000 Contributions In Us$
Consumer business
Serves 48 of 89 companies in BT500 list
Services Volunteer And
by Gartner Pro Bono Hours

Deloitte member firms Serves 59 of 109 companies in BT500 list Financial services
Ranked #1 globally in Forensics
& Dispute Advisory Services serve 83% of the 2015
by Kennedy Fortune 500 companies
Serves 33 of 52 companies in BT500 list Energy & resources
Recognized for innovative
client work by the International
Tax Review Serves 24 of 45 companies in BT500 list Life sciences & healthcare
North America South America Europe Africa & Middle East Asia Pacific India Serves 38 of 58 companies in BT500 list Tech, media & telecom
131 offices 2 69 offices in 28 297 offices in 47 46 offices in 35 113 offices in 26 30,000+
countries countries countries countries countries professionals
Key offices: New Key offices: Sao Key offices: London, Key offices: Key offices: India, 13 offices Serves 84 of 140 companies in BT500 list Manufacturing
York, San Francisco, Paulo, Mexico Frankfurt, Paris, Rome, Johannesburg, Cape Pakistan, Singapore, Key offices:
Los Angeles, Denver, City, Buenos Aires, Dusseldorf, Madrid, Town, Kenya, Tel Aviv Thailand, Vietnam, Mumbai, Delhi,
Toronto, Montreal Santiago, Caracas Moscow, Prague Indonesia Hyderabad,
Bengaluru *BT500 - Business Today publication about India’s top 500 performing companies
36 37
Integrating a global spectrum of capability

Bringing global, integrated and cross-industry perspectives to help our clients anticipate and meet their greatest
challenges both globally and in India.
Tax and Regulatory Consulting Enterprise Risk

Services
•• Global Business Tax •• Human Capital
–– International Tax: •• Cyber Risk
•• Strategy &
Inbound and
Operations •• Governance,
Outbound
Regulatory & Risk
•• Enterprise
•• Global Employer
Applications •• Control
Services
Transformation &
•• Technology
•• Indirect Tax and Assurance
Integration
•• M&A Tax •• Public Sector
•• Public Sector
(GUIDe)
•• Transfer Pricing (GUIDe)
Assurance Financial Advisory

services
•• Corporate Finance
•• Financial Advisory
statement audit
•• M&A Transactions
•• GAAP compliance Services
•• Internal control •• Forensic

review
•• Restructuring
•• Corporate Services
governance
•• Valuation Services
38 39
Authors
Thought Leadership
Jeff Schwartz
Principal, Human Capital
Global Leader, Human Capital
Marketing
Eminence and Brand
Deloitte Consulting LLP
jeffschwartz@deloitte.com
Sucheta Hota
Director
Deloitte Touché Tohmatsu India LLP
suhota@deloitte.com
Authors
Saurabh Dwivedi
Senior Manager
saudwivedi@deloitte.com
Sumit Sagar
Senior Manager
sumitsagar@deloitte.com
Priyanka Sen
Consultant
priyankasen@deloitte.com
40 41
Human Resource Transformation: What’s next? | Realizing the impact of HR as a Business Enabler
Contacts
Debabrat Mishra
Partner, Human Capital,
mdebabrat@deloitte.com
Mohinish Sinha
Partner, Human Capital,
mohinishsinha@deloitte.com
Sucheta Hota
Director, Human Capital,
suhota@deloitte.com
Pooja Bajpai
Director, Human Capital,
bajpaip@deloitte.com
42
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Tohmatsu Limited
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private company limited by shares, was converted into Deloitte Touche Tohmatsu
India LLP, a limited liability partnership (LLP Identification No. AAE-8458), with
effect from October 1, 2015

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Human Resource

In recent years, HR Transformation has led Finally, HR transformation programs

Debabrat Mishra Sucheta Hota

Mohinish Sinha Pooja Bajpai

Fast Facts: HR Transformation 10

Theme 1: HR specialists have developed to

Theme 2: Building HR capability and HR Service

Theme 3: Revolutionizing employee experience

Conclusion: From efficiency to business

Deloitte’s Human Capital Practice 33

Deloitte’s Human Capital Eminence and Research 34

About the Survey Focus Areas:

Objective 6 Essential Business Challenges

Keeping this in mind, Deloitte conducted delivery while leveraging

How do we work across How do I align my What will it take to

BPR Leaner processes and policies Integrated systems

Technology, Media & 13%

Figure 2: Geographic Presence

26% Figure 4: Company Annual Revenue

1001 - 2500 Crs 20%

70 percent of organizations have

Transformation HR, a Cost driver to a strategic business partner

in India 55% 55%

In 2016, 36 percent cite ‘efficiency in HR costs’ and 14 percent

Did you know? comparison to 65 percent and 41 percent in 2012, respectively

Moreover, Centers of Excellence (CoEs)

HR Operating Models are in a state of by restructuring the roles of HRBPs and

and HR Service Delivery

Effectiveness are key

Developing Leaders 80%

Data Management &

Productivity and Performance

Simplification of Work 40%

Employee Attrition 40%

Complaince & Risk

Figure 23: HR challenges faced with HRSSC operating for 2 to 4 years

Establish and Maintain HR Policies & Processes - 5 +New

Manage Global Employment - 5 +New

Somewhat Moderate Yes

Is your solution driven by data

Yes Highly Yes

Conclusion: From Deloitte’s Human

HR (and shared) service centers Operations centers People Dimension of HR

Analytics add-ons Integrated analytics platform and dashboards

Read report here Read report here

About Deloitte India

Integrating a global spectrum of capability

Tax and Regulatory Consulting Enterprise Risk

Assurance Financial Advisory

•• Internal control •• Forensic

©2016 Deloitte Touche Tohmatsu India LLP. Member of Deloitte Touche

Deloitte Touche Tohmatsu India Private Limited (U74140MH199 5PTC093339), a

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