HR Transformation

Recalibrate the HR function from a service provider to a strategic business partner.

The traditional definition of the role of Human Resources (HR) no longer meets the business challenges of Industry 4.0.

Expectations of – and by – the workforce are changing.  Disruptive forces will not only affect their day-to-day work routines and preferred business tools but also their expectations from the business as a social enterprise.

The Fourth Industrial Revolution will necessitate leadership to review the entire organisational process, including recruitment, retention and rewarding process.  The days of HR as we know it may be numbered.

At first glance, HR practitioners might perceive these changes as bad news. However, the disruption creates an unprecedented opportunity for the Human Resources department to play a pioneering role in reshaping the business.

Business leadership is increasingly looking to the HR department to drive innovative talent solutions, improve alignment with business imperatives and transform data into actionable insights.

The Human Resources function is becoming a strategic consultant with a broader strategic responsibility to design, simplify, and improve the full employee experience.

Putting human capital first is arguably the most critical success factor of today’s high performing organisations. To secure the company’s future viability, directors should recalibrate the Human Resources division from a service provider role to a strategic business position.

A strategically aligned Human Resources Operating Model and Organisation Structure is vital in the implementation of core HR practices. Strategic Human Resources is a dynamo for delivering top talent, maximum performance and in-point strategy execution.

Human Interest follows a systematic process in reformatting the HR function to meet your business demands. We revolutionise the HR function by:

  • Assessing the organisation’s current state of HR. This is the foundation required before considering the introduction of other talent management practices.
  • Implementing our propriety Talent EcosystemTM to establish your organisation’s core HR practices.
  • Embedding People Analytics in HR processes and building HR-team capabilities.
  • Examining different potential structures for the HR function and defining critical roles within the HR function.
  • Identifying the next generation of HR leaders and designing succession plans to ensure their success.
  • Recalibrating the HR department towards becoming a strategic business function and streamlining the department’s processes.
  • Supporting HR transformations that improve efficiency, effectiveness and the employee experience.
  • Developing overarching HR strategies for continued growth and success.