In The Know 1.28.1 More Transformation
- On Social Learning, Sensemaking Capacity and Collective Intelligence
This slide deck illuminates the importance of ‘sense making’ as a new strategic competence. As the data tsunami rolls through our organizations, HR is the point of responsibility for the adoption of new competencies. How is your organization keeping track of critical emerging skills? - Workforce Analytics & Workforce Planning Group on LinkedIn
Contemporary HR requires the use of workforce planning and standards. They don’t really make an organization’s HR function transform but they do create the opportunities to ask some of the right questions. The reasons that HR Analytics and detailed workforce planning are important may surprise you. Increasingly, the data used to define organizational performance will come from beyond its boundaries. Navigating that hurdle will require competence with internal analytics. - Transforming the Human Resource Function Through Shared Services
What if transformation is just code for cost efficiencies. This white paper, from Buck Consultants, offers the shared services model as a way to “Transform HR”. What they mean, it turns out, is an approach that takes the best of centralized HR, the best of decentralized HR and blends the two. The result, they hope, is tighter coupling with the customer. It’s a good idea that gets you more of the same for less expenditure. It’s not a game changer but a smart way to maneuver if you can’t handle a game change. - 10 Minutes on Transforming HR
Seems like HR Transformation is a big topic in the large consultancies. This simple thought-piece from PWC tries to identify the opportunity and action steps in a digestible bite. In this view, HR can be a brand steward, optimizing the meaning and autheticity of brand communications while shepherding in an era of external measurement. What if great HR was measured as “revenue per employee”? - Delivering On The Promise of HR Transformation
from this 2004 article: “Nearly 80 per cent of companies globally have completed or are in the process of, HR transformation, but many HR departments have yet to deliver improvements from the transformation process, and there remains a significant gap between what is expected of HR leaders and what they deliver. An 18-month Mercer Human Resource Consulting study involving 1,100 organisations found that companies are being driven by the need to align the HR function more closely with business objectives and by the desire to offer more strategic support to the organisation.“
