Which lens are you using?
Drive change or be changed
The 2017 HR Transformation findings reveal that global organizations appear divided into two camps with different lenses on where the HR function is headed – one half ‘enlightened’ and boldly engaged on the need for strategically managed HR transformation, the other half ‘unenlightened’ and faltering amid uncertainty as the digital era redefines the world around them and dramatically rewrites the rules for success.
- Three out of four organizations that undertook HR transformation have successfully executed initiatives such as implementation of cloud HR technology.
- The common characteristics for success for those ‘enlightened’ organizations were: changes to operating models alongside their implementation (72 percent), building a business case with clear measure for success (73 percent) and being viewed as adding strategic value to the business (89 percent).
- The other lens showed that while HR initiatives are said to be meeting expectations (44 percent), 59 percent of organizations lack a business case or metrics.
- The common characteristics for failure of HR initiatives were: organizations not changing roles or structure consistent with their transformation (85 percent), not identifying measures for success (90 percent) and having moderate to no change management capabilities (75 percent).
- Within the next year, however, 36 percent of organizations expect to employ intelligent automation which will drive significant changes for the business and HR operating model.
- The road to HR transformation success begins with a precise destination and a clear focus to embrace bold change in today’s digital era.
For further information on this year's survey findings and insights visit KPMG Anticipate.
About this survey
This year 887 executives from 48 countries participated in the HR Transformation Survey, with representation from 27 industries across Asia Pacific, Europe, North America, Middle East/Africa and Latin America. Two thirds of respondents were from organizations with less than 5,000 staff, 20 percent had 5,001-20,000 employees and 16 percent had more than 20,000 employees.
© 2022 Copyright owned by one or more of the KPMG International entities. KPMG International entities provide no services to clients. All rights reserved.
KPMG refers to the global organization or to one or more of the member firms of KPMG International Limited (“KPMG International”), each of which is a separate legal entity. KPMG International Limited is a private English company limited by guarantee and does not provide services to clients. For more detail about our structure please visit https://home.kpmg/governance.
Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm.