Deloitte Consulting

High Impact HR Operating Model

Point of View
 10 human capital trends for 2015 % V E RY
I M P O R TAN T

Culture & engagement 1 50% 60%

78 83

Leadership 78 82 2 51% 57%

Learning & development 74 4 40% 48%

78

Reinventing HR 71 80 3 39% 60%

Workforce capability 70 74 6 35% 38%

Performance management 68 75 5 34% 49%

HR & people analytics 66 73 29% 41%

Simplifying work 63 67 26% 33%

Machines as talent 55 65 20% 29%

People data everywhere 50 55 14% 16%

Global Mexico
Importance index 0 10 20 30 40 50 60 70 80 90 100

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Journey to Transform HR: Were not there yet

85%

42%
Of global companies believe:

Must transform HR to meet new

Of global companies report: business priorities over the next 3
years
Impact of HR operations on
organizational success is weak

57% want to transform HR now 28% plan to transform HR in 1-3 years

Source: Bersin by Deloitte High Impact HR research

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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

Are we hiring and developing the critical to business strategy?
right talent and future leaders? What are the most critical
How engaged is our workforce workforce segments and how
and how can we improve? do their needs differ?
Workforce
Are we complying with applicable How will we enhance employee
Data &
laws and regulations? Talent capability, productivity and
Insights
Business Strategy engagement?
Imperatives

HR
Operating
Model

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

Deloitte Consulting
Traditional Federated HR Model
High Impact HR Operating Model

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.
Deloittes 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

5 Copyright 2013 Deloitte Development LLC. All rights reserved.

Principles & Characteristics: Achieving the High Impact HR Operating Model

Critical Principles to Achieve the High Impact HR Operating Model

Its 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

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Key Interactions: Deloitte Consulting High Impact HR Operating Model

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Detailed View: Deloitte Consulting High Impact HR Operating Model

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