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 · The CEO’s guide to competing through HR By Frank Bafaro, Diana Ellsworth, and Neel Gandhi. The CEO’s guide to competing through HR. McKinsey. Dieser Artikel behandelt den Insiderhandel bei (Hedgefonds Galleon (mutmaßlicher Haupttäter)) sowie Anil Kumar (ein Direktor von McKinsey & Company.

Rethink the role of the business partner

Such COEs often provide fresh insights into talent performance, but companies still complain that analytics teams are simple reporting groups—and even more often that they fail to turn their results into lasting value. Embedded analytics, by contrast, either inform or replace these steps with algorithms that leverage the data to drive fact-based insights, which are then directly linked to the deployment steps in the process.

For example, many companies now use HR analytics to address attrition, allowing managers to predict which employees are most likely to leave and highlighting turnover problems in a region or country before the problem surfaces.

By making the development and delivery of insights systematic, HR will start to drive strategic talent value in a more consistent way, rather than episodically and piecemeal as at present. A standard approach starts with a talent-management or organizational-development COE laying out the process for the organization, designing the tools or templates, and training key stakeholders in what to do.

A traditional best-practice process would then create individual development plans for potential successors, based on the gap between that person and the potential role. As vacancies occur, these potential successors may or may not be tapped, much depending on whether the manager or his or her HR partner bothers to refer back to those plans.

An analytics-driven succession-planning process looks and feels very different. First, machine-learning algorithms might review years of succession data so as to understand success factors in a given role. Using that insight, the company might then derive the top five internal candidates for that role, accompanied by customized development plans that is, what courses to take, what skills to build based on their individual competencies.

Such information would support subsequent strategic decisions, consultations between managers and strategic HR partners, and cross-functional assessments of enterprise bench strength.

The real prize is for those that can use data analytics not just to improve a single process, like recruitment or retention, but also to drive business performance—as has happened at a leading global quick-service restaurant business.

To achieve such impact across the board, leaders will have to make significant investments in analytics skills and capabilities—but the returns should be commensurate. Based on a study of a range of industries with diverse workforces, operating models, and financial features, the McKinsey Global Institute estimates that companies using a portfolio of HR-analytics solutions could realize an increase of basis points in profit margins, on average, by These increases will likely come about through productivity gains among front- and middle-office workers which can translate into revenues or other increased-output opportunities and through savings in recruiting, interviewing time, training, onboarding, and attrition costs.

The current reality of HR, as many business partners will attest, is that of the function routinely being pulled into operational issues and distracted from its core strategic mission.

McKinsey research, indeed, shows that typical HR departments still spend close to 60 percent of their time and resources on transactional and operational HR, despite decades of pushing work out to shared services; the best-performing HR departments spend less than 40 percent of their time and resources on these transactional activities.

As part of its continuing transformation, HR must therefore raise service levels and improve the employee experience, using next-generation automation tools and standardized processes to drive higher productivity. There are three critical operational priorities for the HR organization of the future: Based on our work with companies, we see several ways to make HR operations more efficient—including finding further things that individuals and managers can do more easily themselves—notably by providing direct access to information or transactions online, introducing simpler processes, and ensuring clearer decision making.

These people, it turned out, not only were less costly but proved themselves capable of delivering equal or better service than the relatively well-compensated instructional designers who had served the businesses previously, mostly from the United States and Western Europe. There is always scope for smarter sourcing of external vendors, whether through insourcing or outsourcing: Robotic process automation RPA , smart work flows, cognitive agents, and natural-language processing, for example, will automate HR tasks previously carried out by people.

The case of a leading global automotive-component manufacturer that was struggling with its employee-onboarding process is instructive. Thanks to the cross-functional complexity of the work flow, with different HR people needed to complete steps such as employee paperwork and scheduling orientation—and with IT, facilities, and security people needed to complete others—onboarding used to take weeks.

RPA solved the problem with a bot that can access multiple systems, follow an intelligent work flow, and initiate communications.

Onboarding time, on average, has been reduced by more than two-thirds, many errors created by manual tasks have been eliminated, and the journey has become more compelling for the individual. For operational HR, the new frontier of technology is cognitive agents, especially when paired with natural-language processing. Operational effectiveness is a critical part of employee satisfaction with HR. It found that staff employed by about 60 organizations based at the airport, ranging from airlines and security to retail and janitorial, faced a common set of challenges.

An overhaul of the staff experience tackled both problems. The airport revamped its shuttle-bus schedules, reducing commuting time for workers using the employee parking lots, which had a tangible effect on morale at the start of the day.

The airport also made it easier for employees to find their way through its buildings and facilities. Finally, it took an entirely new approach to onboarding employees, providing them with updated weekly information so that everyone, regardless of their role, could help customers with queries about directions, the availability of services, or events taking place in other parts of the airport.

The changes discussed not only require the HR organization to recruit a new cadre of TVLs and to use people analytics to drive business value—they also demand a new type of agile organizational structure. A leading European bank implemented an agile HR model aligned to this vision, with great results.

Previously siloed HR resources responded to opportunities or issues slowly and inefficiently, their work dominated by transactional and operational tasks. Morale was low as a result of a lack of role clarity and a surfeit of meetings aimed at engaging every conceivable HR stakeholder. The model reduced the HR budget by 25 percent in its first year of implementation, the goal being 40 percent within three years.

As this example suggests, the move toward a more agile HR organizational model has both operational and structural implications. Operationally, HR functions need to be able to create a solid backbone of core processes that either eliminate the clutter or camouflage the complexity to the business, all while delivering the basics such as payroll, benefits, recruiting, and simple employee and manager transactions without error or delay.

Agility, combined with analytics, also suggests structural change, particularly for centers of excellence. With more automation of insight generation, and especially the mass customization and delivery of those insights through technology, HR COEs will probably be a much smaller group in the HR organization of the future. Shorn of transactional resources and unburdened by operational responsibilities, these pools of talent will be able to work across disciplines talent management, learning and development, and organizational design , supporting the new talent value leaders and business as a whole exhibit.

Calls for a more assertive and strategic role for HR are not new. But if HR leaders are to finally achieve the promise of being strategic—the sustained delivery of talent insights and actions that drive real business value—they will need to transform their own function to provide a foundation.

By changing the way HR interacts with the business on strategic questions, notably through the creation of new talent value leaders, HR can gain responsibility and accountability for driving talent-linked value. Über uns About us Partner von: Alumni Vorteile für Alumni Alumni im Porträt.

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