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Taking HR to the next level - Deloitte

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9. Continuously improve <strong>HR</strong> operationsImplement robust systems and leading practices <strong>to</strong> deliver <strong>HR</strong> services.Establish appropriate service <strong>level</strong>s and performance targets.Maintain a competitive cost structure relative <strong>to</strong> industry benchmarks.Effective service delivery requires <strong>HR</strong> staff with <strong>the</strong> right skillsand capabilities. However, it also requires <strong>to</strong>ols, processes, andinfrastructure <strong>to</strong> help <strong>the</strong> <strong>HR</strong> staff succeed. Key enablers include:robust policies and procedures, integrated technologies, self-servicecapabilities, service-<strong>level</strong> agreements, reporting and analytic <strong>to</strong>ols,and effective governance.Operational excellence in <strong>HR</strong> isn’t a destination — it’s a journey thatnever ends. Here are some keys <strong>to</strong> achieving desired results:Figure 10: Developing a Balanced ScorecardProcess Excellence“To demonstratevalue <strong>to</strong> <strong>the</strong>business, whatprocesses must<strong>HR</strong> excel at?”• Establish an “operational excellence” team <strong>to</strong> drive continuousimprovement. Consider certifying team members in Six Sigma orsimilar techniques.• Define standard operating procedures <strong>to</strong> provide consistency.• Manage processes from end <strong>to</strong> end, ra<strong>the</strong>r than in piecemealfashion.• Rationalize fragmented <strong>HR</strong> applications, prioritizing informationneeds and taking full advantage of ERP integration.• Develop training programs that emphasize continuous learning.• Establish rigorous governance processes <strong>to</strong> improve financialdiscipline and accountability.• Measure <strong>HR</strong>’s performance against service-<strong>level</strong> agreements andindustry benchmarks.Cus<strong>to</strong>mer“To achieve ourvision, how should<strong>HR</strong> appear <strong>to</strong>cus<strong>to</strong>mers?”<strong>HR</strong>ServiceCenterPerformanceFinancial“To succeedfinancially,how should <strong>HR</strong>appear <strong>to</strong>stakeholders?”People“What does <strong>HR</strong>have <strong>to</strong> do inorder <strong>to</strong> meet<strong>the</strong> expectationsof its employees?”Figure 10 shows a sample framework that can be used <strong>to</strong> develop an<strong>HR</strong> scorecard for performance management. The scorecard has fourmain categories, each containing a number of related metrics. Anoverall score is calculated for each category based on its associatedperformance measures.Source: <strong>Deloitte</strong> Consulting <strong>HR</strong> Performance Management Framework1410

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