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HR: Under pressure to act

HR: Under pressure to act

Demands on HR are increasing exponentially

External and internal pressures are stretching the traditional tools and structure of HR; but it brings an opportunity. By stopping its traditional focus and starting to take a wider workforce perspective, HR can adopt the role of change agents and enable the best of everyone in the workplace, delivering true value that's aligned with wider enterprise transformation.

Yet 60% of HR leaders do not have a digital work plan in place

To meet the growing challenges head on, the new HR function must start to be more project based, agile and digitally enabled, all while reducing operating costs. But that can be tough to achieve on top of day-to-day tasks.

To remain of value to the business, and in order to maintain a strong leadership position, it’s vital that HR itself rises to the opportunity to drive people change.

It’s clear that to help ensure success requires a well-defined sense of where you are going and what you expect to achieve.  This can be best envisaged with a ‘future-state operating model’.

This vision of the organization of tomorrow can enable improved clarity when changing roles and structures in line with your transformation, and help ensure you have the right change management capabilities in place. With a map of the ‘end-state’, streamlined processes and improvements in cost efficiency provided by new systems can often be brought forward.

A future-state vision not only speeds delivery; it helps stakeholder collaboration and extends the strategic conversations you are able to have – all without losing focus on your day job.

With the right operating model for HR, this need not be as far out of reach as it may currently seem.

This point of view paper from the KPMG Powered Enterprise team reveals how a new HR operating model can enable the best of everyone at work.  You could enjoy:

  1. A new mind-set that understands the digital era, able to maximize on the potential of relevant technologies, enabling humans and digital to work together effectively
  2. A redefined understanding of the value of the HR function – making it evidence based and providing a stronger voice within the business
  3. Deeper understanding of skills and how resource can be best utilized in a changing and increasingly digitally-led environment
  4. Workforces that are tailored to your evolving business, with reskilling and recruitment more easily planned and effected
  5. Employees treated like customers; driving deeper engagement and satisfaction levels that drive a competitive edge for your enterprise within its industry.

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