Optimising Your Team, Resources and Processes

1. C A T A L Y S T
C O N S U L T I N G
LEAN HR
3 r d S e p t e m b e r 2 0 2 0
KATHY KRAUS
GENERAL MANAGER
How do you optimise your HR team, resources and processes and define a future-fit
operating model to drive agility, customer centricity and operational efficiency?

2. The human revolution
# Stats
87% have or will have
skills gaps
Up to 35% remote
15% leader readiness
< 50% know how
Pre Covid
In Covid
Post Covid

3. Adapting to change – what are we seeing?

4. Designing organisations for speed, agility, adaptability
Source: McKinsey: The Five Trademarks of Agile Organizations

5. Emerging HR operating models
HR Network model
Deloitte model
Gartner model
EY model

6. Priorities for HR operating models
• Strategic impact
• Credible value
• Agility & speed
• Cost efficient
• Specialist advice
• Problem solving
• Employee Experience
• Key functions & services
• Culture & learning
• Talent eco-system
• Digitization
• Intelligence
.
• Community role
• Network of teams
• Business leadership
• People leadership

7. Shifting HR operating models – Gartner 2020
Strategic talent
leaders (old Senior
HRBPs)
Allocation: About 10% of HR staff
Aligned with a specific BU; own
the talent management strategy
for BU
Dynamic pool of
problem solvers
Allocation: About 40% of HR staff
Heart; create and upgrade most
resources, practices and policies;
define talent problems and
solutions – agile networked teams,
project bases, diverse
backgrounds
Agile next–gen COE
specialists
Allocation: About 10% of HR staff
Skilled, specialist expertise, work
with problem-solver pool, flexi
contract workers.
HC Intelligence team
Allocation: About 10% of HR staff
Analytics, robust talent data for both
ee and managers for strategic insight
and better talent decisions.
needs change.
HR operations
& service delivery
team
Allocation: About 40% of HR staff
HR COO role for strategic oversight
HR tech team – own tech
infrastructure
People relations managers -
functional support
https://www.gartner.com/en/human-resources/trends/5-imperatives-for-the-hr-
operating-model-of-the-future

8. Building an HR operating model
Strategy
Our purpose & motivation
OP Model Elements
Our design considerations
Guiding Principles
Our Trade Off’s & Principles
Delivery Model
How we will deliver?
Capabilities
Skills we need to deliver?
Services
What services we offer?
Measures
How we measure success?
Customers
Who we serve?

9. HR Corporate Centre
Who needs to steer the strategy, culture, resourcing and governance?
Who are their stakeholders?
Operating Units
Should we structure our HRBP functions by
market, function or a combination?
What is the role and level of work required?
Centres of
Excellence
Which functions
should have a
Centre of
Excellence?
How much time over
what period is
needed?
Shared Services
Should there be a
Shared Services
Centre?
Service, cost,
efficiency,
|economies of scale,
technology
Business
Unit
Business
Unit
Business
Unit
Operating Units
Administrative
Advisory / solutions
Strategic
Operating model options
Agile networked project teams
Do we need flexible part-time team to deliver short-term projects?
Preferred partners
Do we need reliable
partners that know
our business?
COO
Do we need to co-ordinate the services across BUs?
Where should they sit?
Flexi-P/T
HC intelligence
team
Where do they sit?

10. Building organisational capability
Strategic Dev Plans
Curricula (career paths)
Dev plans (current and future jobs)
Succession plans
Talent risk response strategies
Proficiency levels required
Individual gap analysis
Org skills audit
Strategic talent review
Critical & Scarce Skills
Performance Standards
Job families
Career matrix & paths
Competency Profile:
Leadership
Competency Profiles: Technical
Talent segments & profiles
Strategy, Vision, Culture
Op model and Org
Capabilities
Functional Value Streams
Critical positions, talent,
skills
(current & future)
CAPACITY BUILDING
CONSULTATIONTALENTREVIEW
CHANGE & COMMUNICATION
Career &
Succession
Planning
UNDERSTAND DESIGN
ANALYSEDEVELOP

11. Future HR skills required

12. Shifting our HR focus
Continuous
learning NOT
remedial
learning
Teams NOT
individuals
Accountability
NOT bureaucracy
Trust NOT
control
Unified mission
and values NOT
static
objectives
Employee
experience
NOT employee
records
Continuous
talent
acquisition NOT
recruitment
People NOT
processes

13. Kathy Kraus
Catalyst Consulting (Pty) Ltd
Phone +27 73 201 2024
Email Kathy@catalystconsulting.co.za
Web www.catalystconsulting.co.za
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