Developing a Value Driven HR Delivery Model

Applying the Ulrich Model of HR

Agenda
Why Develop a Value Driven HR Delivery Model? What are the Roles of a Value Driven HR Delivery Model?
Strategic Partner Change Agent Administrative Expert Employee Champion

How to Get There from Here?

Measure your HR organization against the Ulrich model of HR Define a Transformation Roadmap Define the Objective of your Value Driven HR Delivery Model

2007 Capgemini - All rights reserved Confidential and Proprietary

Why Develop a Value Driven HR Delivery Model?

Create a more strategic role for HR within the enterprise

Achieve flawless administration of HR services

Connect the organization Measure HR performance
Business Strategy (5%)
Organization Effectiveness (20%) HR Transformation

Business Strategy (20%)

Organization Effectiveness ( (40%)

HR Operations (75%) HR Operations (40%)

Current HR Service Profile

Targeted Future HR Service Profile

The challenge is to maximize the value HR provides to the business, without losing credibility or performance in the administration tasks

2007 Capgemini - All rights reserved Confidential and Proprietary

What are the Roles of a Value Driven HR Delivery Model?

What HR can deliver is more important than what it doesthe deliverables are capabilities the organization needs to accomplish its business goals such as commitment from employees, more efficient systems, loyalty and the ability to create and implement strategy
INTEGRATION
(1)

Strategic Partner
Active Role in setting strategic direction
P R O C E S S E S
Design and implement HR programs that align / fit with the business vision

Change Agent
Effecting Transformation & Change
Create cross-functional collaboration & organization readiness to accomplish change initiatives & performance results

Administrative Expert
Process Optimization & Efficiency
Continue improvement of the HR processes to optimize operational efficiencies & employee self-service

HR

Employee Champion
Motivated & Competent Personnel
Develop employee competences with continuous skills & knowledge management; foster achievement / performance recognition programs

P E O P L E

TECHNOLOGY

Developing a Value Driven HR Delivery Model with Critical Performance Factors

(1)

David Ulrich Human Resource Champions: The Next Agenda for Adding Value and Delivering Results , Harvard Business School Press 1997
2007 Capgemini - All rights reserved Confidential and Proprietary

Becoming a Strategic Partner

INTEGRATION

Strategic Partner
P R O C E S S E S
Design and implement HR programs that align / fit with the business vision

Change Agent
Create cross-functional collaboration & organization readiness to accomplish change initiatives & performance results

Active Role in setting strategic direction Effecting Transformation & Change

P E O P L E

HR Administrative Expert
Process Optimization & Efficiency
Continue improvement of the HR processes to optimize operational efficiencies & employee self-service

Employee Champion
Motivated & Competent Personnel
Develop employee competences with continuous skills & knowledge management; foster achievement / performance recognition programs

TECHNOLOGY

Assist the Organization in Turning Strategy into Action

Ensure every business plan has an organizational plan for implementation Make sure promises to customers, employees, and investors are kept Measure HR performance through the use of a balanced scorecard

Establish and Execute a Talent Management Strategy

What workforce segments create the most value? How will the business be impacted by impending retirement and are we prepared? Where is talent demand outpacing supply? What skills will we need in next 5 years that we dont have today? How much is turnover costing in customers? In productivity? In innovation? In quality? Do we have a workforce plan to communicate financial consequences of talent decisions on our business?
2007 Capgemini - All rights reserved Confidential and Proprietary

Becoming a Change Agent

INTEGRATION

Strategic Partner
P R O C E S S E S
Design and implement HR programs that align / fit with the business vision

Change Agent
Create cross-functional collaboration & organization readiness to accomplish change initiatives & performance results

Active Role in setting strategic direction Effecting Transformation & Change

P E O P L E

HR Administrative Expert
Process Optimization & Efficiency
Continue improvement of the HR processes to optimize operational efficiencies & employee self-service

Employee Champion
Motivated & Competent Personnel
Develop employee competences with continuous skills & knowledge management; foster achievement / performance recognition programs

TECHNOLOGY

Develop Competencies to Support Transformation Initiatives

Organizational Change Management Organizational Design & Development Communication

Training

Establish and Execute a Change Management Strategy

Lead by example transform the HR function Spearhead cultural change within the organization Define a model of change that can be used across the enterprise

2007 Capgemini - All rights reserved Confidential and Proprietary

Becoming an Administrative Expert

INTEGRATION

Strategic Partner
P R O C E S S E S
Design and implement HR programs that align / fit with the business vision

Change Agent
Create cross-functional collaboration & organization readiness to accomplish change initiatives & performance results

Active Role in setting strategic direction Effecting Transformation & Change

P E O P L E

HR Administrative Expert
Process Optimization & Efficiency
Continue improvement of the HR processes to optimize operational efficiencies & employee self-service

Employee Champion
Motivated & Competent Personnel
Develop employee competences with continuous skills & knowledge management; foster achievement / performance recognition programs

TECHNOLOGY

Deliver Timely and Effective Administration at the Lowest Feasible Cost

Administration of the workforce & HR infrastructure
Manage the Workforce
Recruiting Management Learning Management Performance Management Development Management

Hire & On-Boarding

Legal Compliance Payroll Travel & Entertainment Time & Attendance

Compensation Management

Termination

Drive Continuous Improvements of HR Processes

Reporting and Analysis for HR Decision Support

..
2007 Capgemini - All rights reserved Confidential and Proprietary

Becoming an Employee Champion

INTEGRATION

Strategic Partner
P R O C E S S E S
Design and implement HR programs that align / fit with the business vision

Change Agent
Create cross-functional collaboration & organization readiness to accomplish change initiatives & performance results

Active Role in setting strategic direction Effecting Transformation & Change

P E O P L E

HR Administrative Expert
Process Optimization & Efficiency
Continue improvement of the HR processes to optimize operational efficiencies & employee self-service

Employee Champion
Motivated & Competent Personnel
Develop employee competences with continuous skills & knowledge management; foster achievement / performance recognition programs

TECHNOLOGY

HR Facilitates, Measures, and Improves the Quality of Management and Teamwork

Facilitate effective HR process delivery Promote employee relations and enterprise workforce relationship management Promote quality of working life balance

Management coaching & career development programs

Open, honest, and candid communication with employees

2007 Capgemini - All rights reserved Confidential and Proprietary

HR Roles Should be Balanced Across the Enterprise

Determine the right balance and fit of contributors Involvement and communication to all concerned Make sure all the players are equipped for their role
Business Partner
HR is a major contributor to business strategy

Change Agent

HR Leadership HR partners with line managers to lead and facilitate change Outsourced and Senioralign with business Design HR strategies to Change management facilitation Services objectivesBusiness and forces organization design and development Partners HR Consultant in development of enterprise Business Partners Competencies, Processes and Systems HR
values, mission, business planning, etc. Member of management team contributing to business decisions Delivers Strategic HR advice and guidance Manages Strategic HR Processes

HR support: Busines centers or Portal & s Network Self Administration Expert Employee Partners Champion of Service Expertise HR delivers timely, effective and customerHR facilitates, measures and improves the
centric administration at lowest feasible cost quality of management and teamwork
Facilitate effective HRM process delivery Promote employee relations and enterprise/ workforce relationship management Outsourced Promote quality of working life balance Management coaching Services Communication with employees

Analysis, Design and Improvement Long-range team/management development Continuous organization Effectiveness Specialist Improvement

Administration ofShared Admin payroll, workforce records, administration, training & HR infrastructure Services / Call Drives continuous improvements, e.g. center payroll, Outsourceddatabase maintenance, transaction processing and requisition tracking Services Data reporting and analysis for HR Decision Support
Adapted from Human Resource Champions role model (David Ulrich, 1997)

2007 Capgemini - All rights reserved Confidential and Proprietary

These building blocks are assembled into a variant of this general organizational model (especially in centralized companies)
HR Leadership

Business Partners

Business Partnership

Line Managers

Employees

Self-Service / Call / Face

HR Specialists
Provide centers of excellence for value added policies and processes

Administrators Physical or Virtual Shared Services

Process transactions efficiently

Outsourced Services

Outsourced Services

2007 Capgemini - All rights reserved Confidential and Proprietary

How to Get There from Here?

Identify the gaps between how HR and business unit customers view HRs strengths and weaknesses, and identify improvement opportunities to close those gaps.
Capgeminis Approach:
Questionnaire Design
Approximately 100 questions reflecting HR leading practices as documented in literature and in Capgeminis own experience in over 300 HR Transformation Projects.

Survey + Analysis + Feedback Report = HR Scan

Survey Methodology

SM

Management Feedback Report

Findings are developed and presented in graphical format, with observations analysis in a 10-15 page report. The survey findings are the main input for a workshop with key client business and HR executives to review results and identify a portfolio of improvement initiatives.

Design Workshop
Collaborative workshop which includes key decision makers and stakeholders from both HR and the Business. Review output and findings from the survey. Define a portfolio of improvement initiatives. Build a Transformation Roadmap for HR.

2007 Capgemini - All rights reserved Confidential and Proprietary

HR Scan Insights
SM

Example analysis: Alignment of HR and business unit perceptions about the quality of HR in the organization
Strategic Partner

Business Challenges
Right roles? Right tools? Right image? Right focus? Right support?

10 9 8 7

Administrative Expert

Change Manager

HR

Relations Manager

Business Units HR

2007 Capgemini - All rights reserved Confidential and Proprietary

Sample HR Transformation Roadmap

2007
Recruitment & Staffing
Define Succession Planning Process Define Goals in Alignment with the Organization Establish and track success indicators

2008
Improve WebEnable Candidate application Process Implement Electronic Job Requisition Process

2009
People, Vision & goals

Employee Relations

Review Communication Channels Employee Retention Analysis

Line Management Support Initiative

Integrate HR Systems with other key Business Systems Implement Self-Service Improvements

Review Strategic Measures and Benchmarks

Employee Satisfaction Survey

Implement HR Data Quality Initiative Review Management Reports (New/Obsolete )

HR Technology

Establish HR Technology Measures and Metrics Review SelfService (ESS/MSS) for Improvements

Review Strategic Measures and Benchmarks Complete Organizational Right-Sizing Improve Training Registration & Content by making it web-accessible

Implement Strategic Measures and Benchmarks Link Strategy, Planning, Performance, and Goals

Communicate Organizational Right-Sizing

Communicate Competencies

Communicate Promotion Eligibility and Performance Evaluation Criteria Review Errors in Payroll Administration

Create Job Profiles

HR Strategy & Planning

Aligning HR and Business Goals

Complete Competency Modelling

Define Promotion Eligibility and Performance Evaluation Criteria

Review Bonus Programs

Review HR Roles and Organizational Design

Manage Program Launch and Communicate Transformatio n Launch Steering Committee

Define Goals in Alignment with the organization

Define Goals in Alignment with the organization

Define Goals in Alignment with the organization

Learning & Development

- Strategic Partner

Performance Management
- Administrative Expert

Compensation & Benefits

Organizational Design

Transformation Management

- Change Manager

- Relations Manager

2007 Capgemini - All rights reserved Confidential and Proprietary

In Summary
Developing a Value Driven HR Delivery Model enables the following:
Create a More Strategic Role for HR
Define a Talent Management Strategy the Employment Brand Implement global HR policies and processes for key managers and talent Develop Business Partner role to help operational managers with HR management issues Active contribution to managing major organizational changes

Achieve Flawless Administration

Streamline and harmonize HR processes to best practice standards Use information technology to automate administrative tasks distribute consistent HR information Implement new operating models shared services, outsourcing, service providers

Connect the Organization

Provision tools and support to enable managers to take greater responsibility in HR Management Introduce Employee and Manager Self Service, employee portals, and enabling direct transactions

Measure HR Performance
Use an HR Balanced Scorecard and benchmarking to measure and drive HRs contribution and efficiency Adapt and develop HR staff competencies; development of a customer service orientation within HR Develop internal and external networks of HR expertise
2007 Capgemini - All rights reserved Confidential and Proprietary

Thank you very much for your attention!

2007 Capgemini - All rights reserved Confidential and Proprietary

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