How to build a model of successful HR transformation in an organization? What values to follow and what criteria to choose? These questions were answered by Dave Ulrich and Navid Nazemian on Changeboard.com. Dave Ulrich, author of the concept of HR business partnership, is contemporary one of the world's leading HR experts. In addition to his own consulting company, he is also a professor of business at the University of Michigan. Navid Nazemian, the current Global HR Business Partner at the pharmaceutical company Roche, also teaches HR at the Hof University in Germany.
According to to Ulrich and Nazemian, a successful HR transformation model should be based on clear answers to the following questions.
Why?
First of all answer the question why to change HR in your organization. Why should your company invest in the transformation and what will it involve? It is necessary to understand the whole context of your organization's business and the interests of key stakeholders including suppliers, customers as well as competition and regulators. Keep in mind that you will need strong support from top management. Prepare a business case of your plans for your company's leaders.
What?
The second phase of the transformation preparartion involves defining the outcomes you want to achieve. Once the key stakeholders understand the meaning of transformation, HR must show how the proposed change will positively and negatively affect each group of the stakeholders. Positive indicators are an ideal way to measure successful outcomes. They can include the number of talents ready to fill critical roles in the organization, the ability to send talents to various parts of the company, the measurement of the readiness of employees for current and future roles, engagement, retention, etc.
How?
In the third phase, HR must determine what departments will be involved in the transformation, what individual people will participate and what model and work processes to chose. It is practically an audit of HR the key outcome of which is to find answers to three questions: What is the overall vision of HR and what key roles should HR play? What should HR deliver? How do HR activities relate to the business objectives of the organization?
Who?
HR transformation cannot succeed without the involvement of key stakeholders. They are not just senior managers, HR specialists and line managers but also clients, shareholders or external experts. You might be surprised how useful inormation for transforming your HR you can get from customers and other people from outside.
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