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9th Dec, 2009 to 9th Feb, 2010
As reported in People Management magazine, dated 3rd December 2009, pages 33-34
In an article in the aforementioned magazine, Dave Ulrich and Justin Allen make the point that for HR Transformation programmes to be successful, they must be linked to clear business objectives and customer expectations of the service HR should provide.
They suggest following a four phase model for transformation they have devised:
Phase 1 - Build the business case for transformation
Why do we need to transform?
Phase 2 - Define the required outcomes
Talk to customers and other stakeholders.
Phase 3 - Re-design the HR function to align it with business strategy
For example centralised or de-centralised HR depending on the business organisation structure.
Differentiate between transactional and transformational work.
Phase 4 - Engage line managers and other customers in designing and delivering the transformation
and ensure it remains aligned to business goals.
They expand on the phases above by highlighting that HR processes will need to be re-designed as well to reflect the new structure and focus. Also, they go on to say that merely creating a HR SSC and implementing a new HR system does not constitute transformation, it should increase transactional efficiency, but requires a redesign of the roles and responsibilities for it to be true HR transformation.
Transact HR have the expertise to facilitate clients through the whole HR transformation journey and by adding in 6 sigma and lean principles, can quantify and monitor that transformation benefits are realised and maintained.
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