Many organizations understand the benefits of having the right people in the right roles. However, often there is a lack of connection between the HR function and the business which hinders the realization of the full potential of this approach. Our approach aims to address this problem by helping the HR function become a true business-driven domain.
To achieve this, we follow a phased change approach. Firstly, we ensure that the HR foundation is strong, with supporting processes in place. Then, we focus on building the HR function from the inside out, with the team in charge of its development. We use Lean Six Sigma techniques to break out of old patterns and shift the team's mindset towards a more business-driven approach.
Next, we reshape the HR function around the company's core processes and value stream to enable modern HR professionals to discuss business strategy topics and accelerate their implementation. This requires the team to acquire additional skills such as process optimization, HR data analytics, and forecasting, which can be achieved through training and by adding fresh talent to the organization from our network of HR professionals.
While rebuilding the HR function, we also build up the new team, processes, and people, ensuring a stable organization before downscaling the interim capacity. By following this approach, we help the HR function become an integral part of the business and enable it to contribute to the company's strategic goals.
Diensten
Designed and led the HR transformation program
We assessed the existing HR department, including processes, systems, skills, and resources. The assessment provided us with a clear understanding of the current HR function's strengths and weaknesses, forming the basis for our transformation efforts. Based on our assessment, we developed a detailed roadmap that outlines the priorities, specific changes to be made, timelines, required resources, and milestones.
After the buy-in of the key stakeholders, we roll out the change management strategy addressing resistance, communication, and transition plans, ensuring a smooth adoption of new practices including upskilling of the team of future HRBP. This program took 2 years for full installation.
Benadering
Context
An FMCG company has identified four key areas requiring HR support under a new CEO and has initiated an HR transformation program to achieve strategic alignment and cultural shift.
The primary objective is to advance HR generalists to the role of HR business partners.
The results include improved talent management, leadership development, collaboration, and DEI. Enhanced HR analytics have provided better human capital insights, aligning HR’s work to support business strategy and introducing its HR’s business partner role in the organization.
Impact
Design of HR transformation program to achieve strategic alignment and culture shift
The right people on the right job