HR Transformation
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.
Design and implementation of HR shared services practices for North Europe
Sector: Food
Service: HR tranformation
Context
The division of strategic and operational tasks within the HR structure was a major pain point for management, making the growing mandate of shared services a compelling argument for restructuring the HR function.
Within the scope, we have adjusted the operational model in accordance with the HR business partner model. We have centralised shared services with dual reporting lines, a unified HR strategy, and centralised technology for consistency.
Approach
We created a practical approach based on the 6/12/18 month plan forward, including budgeting and resourcing the different projects. The project mandate, projects and follow-up were steered via committee with different stakeholders.
We focused on the hire-to-retire processes (40) operationally managed by the operations HR team. Governance and reliability assessment was part of the setup.
Impact
The shared and centralised services model significantly standardised processes and provided reliable services. The new model drove 15% out of an already lean cost base.
The shared services model created a strong focus on transparency, continuous improvement and employee-centricity. Despite the cost reduction, the integration of new technology created a strong base for further developments on a global scale.
HR operations in North Europe were spread across 5+ markets and 13 operations, managing 4,000+ people. The enterprise transformed its HR operating model to improve employee experience via technology and streamline processes through standardisation and automation. Designed and led the new TOM to drive a further 15% out of an already lean cost base.
The service centers were consolidated into one location in North Europe, and over 40 HR processes were redesigned to focus on employee experience. The result is a self-sufficient HR function that emphasises talent, leadership, and culture and is built on a future-proofed operating model.