The world of work is changing: outsourcing, international mobility, talent shortages, new labour laws, globalisation, shifting demographics, an ageing workforce. Where, how, and for whom, people work is, in turn, transforming company structures and cultures. Over the next decade, the convergence of dominant business, demographic, and social trends will only accelerate the changes sweeping through today's workplace. In fact, people issues within the workplace are now a priority on the boardroom agenda. Companies have realised that a successful business depends on how you design and implement a people strategy that is properly aligned with, and supports, your business strategy. Only then can HR become an actively participating strategic business partner in implementing plans and achieving budgets. As a result, HR leaders are under more pressure than ever to demonstrate results from their workforce practices and policies; they are being encouraged to implement people strategies that support the organisation's business objectives and increase accountability and transparency around people management and reporting. The bottom line: HR is increasingly seen as a strategic linchpin—one that needs to work closely with operations, finance, and other corporate departments to help drive business strategy and success. If this is your situation: - You need guidance in developing and deploying HR strategy and planning services.
- You want to create a new HR service delivery model.
- You have decided to create and implement HR scorecards but don’t know where to begin.
- You have to benchmark your core HR processes—locally and globally.
- You need to identify key performance indicators for your HR function.
- You must align your HR strategy with your organisational culture, values and business strategies.
- You want to leverage your HR resources so that you become an employer of choice.
Your comments and additional ideas are welcomed.
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