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Deloitte Consulting High Impact HR Operating Model

Point of View

Copyright © 2013 Deloitte Development LLC. All rights reserved. 2

Simplifying work

Machines as talent

People data everywhere

Reinventing HR

Workforce capability

Performance management

HR & people analytics

Culture & engagement

Leadership

Learning & development

% VERY

IMPORTANT 10 human capital trends for 2015

0 10 20 30 40 50 60 70 80 90 100

3

1

2

4

5

6

60%

57%

48%

60%

38%

49%

41%

33%

29%

16%

83

75

67

73

65

55

82

78

80

74

Global Mexico Importance index

63

55

50

70

68

66

71

78

78

74

50%

51%

40%

39%

35%

34%

29%

26%

20%

14%

Copyright © 2013 Deloitte Development LLC. All rights reserved. 3 Source: Bersin by Deloitte High Impact HR research

42%

85%

plan to transform HR in 1-3 years

Of global companies report:

Impact of HR operations on

organizational success is “weak”

Of global companies believe:

Must “transform HR to meet new

business priorities” over the next 3

years

57% 28% want to transform HR now

Journey to Transform HR: We’re not there yet


Creating Linkage: The Talent Strategy, shaped by Business Imperatives, guides

the HR Operating Model. Workforce Data & Insights inform the Talent Strategy.

• Which people imperatives are

critical to business strategy?

• What are the most critical

workforce segments and how

do their needs differ?

• How will we enhance employee

capability, productivity and

engagement?

• Are we hiring and developing the

right talent and future leaders?

• How engaged is our workforce –

and how can we improve?

• Are we complying with applicable

laws and regulations?

• What are the optimal roles,

responsibilities, governance structure,

and processes to deliver HR services?

• Which technologies will support

delivery of HR and generate the

insights our business needs?

• What HR capabilities are needed to

deliver the Talent Strategy – and ho will

we develop them?

Workforce

Data &

Insights

HR

Operating

Model

Business

Imperatives

Talent

Strategy


Time for High Impact HR: New priorities requires a shift in how HR operates

Many companies have implemented forms of the

Ulrich model, shown here in one of the earliest

views. It set an early foundation for the core roles

within HR organizations.

Traditional Federated HR Model Deloitte Consulting

High Impact HR Operating Model

Deloitte’s High Impact HR Operating Model

provides a framework to drive high business

performance through increased HR agility,

flexibility, and coordination, and to drive

empowerment from leaders through employees


Principles & Characteristics: Achieving the High Impact HR Operating Model

Critical Principles to Achieve the High Impact HR Operating Model

It’s about the business – Business imperatives must continuously guide how HR operates

Nimble is key – HR agility, flexibility, coordination, and workforce insights drive high business performance

Beyond the organization – Social networks, customers, and the external market play important roles

Key Characteristics of the High Impact HR Operating Model

Federated to Coordinated – Silos replaced by governed coordination across internal and outsourced capability

Generalist to Advisor – Business HR roles are embedded in the business and empowered by data & insights

Static to Fluid – HR team members may work as part of multiple teams or support more than one business

Center to Community – CoEs are enterprise-wide communities with central and virtual / embedded resources

Admin to Operational – Operational Services deliver effective administration and functional specialty services

Technology to Experience – HR technology is intuitive and an integrated part of the HR customer experience


Key Interactions: Deloitte Consulting High Impact HR Operating Model


Detailed View: Deloitte Consulting High Impact HR Operating Model

This presentation contains general information only and is based on the experiences and research of Deloitte practitioners.

Deloitte is not, by means of this presentation, rendering business, financial, investment, or other professional advice or services.

This presentation is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or

action that may affect your business. Before making any decision or taking any action that may affect your business, you should

consult a qualified professional advisor. Deloitte, its affiliates, and related entities shall not be responsible for any loss sustained

by any person who relies on this presentation.

Copyright © 2013 Deloitte Development LLC. All rights reserved.

Member of Deloitte Touche Tohmatsu Limited

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