Prйsentation PowerPoint

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HR Models
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The HR Process Technology domain provides the
capability and assets to address the entire range
of HR issues facing clients today. The HR Model
helps tie our solutions back to the larger Human
Resources picture, and illustrates the
interrelationship of all issues to each other.
The HR Model for use with client discussions,
proposals, work plan anchors, HR strategy
development etc
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The HR Process Technology domain builds the
capability and provides the assets through which
we design and deliver human resource solutions to
address client issues throughout the employee
lifecycle.
The Employee Lifecycle the core of the HR Model.

• Example issue
• How do I get the maximum value from the diversity
  of my workforce?

• Example issue
• How do I plan more effectively for loss of skills
  due to attrition, retirement, etc. of key workers?

• Example issue
• How do I hire the right talent?

• Example issue
• How do I identify and develop the next generation
  of leaders and other key talent?
• How do I retain the right talent?

• Example Issue
• How do I make sure I have the right people
  deployed to the right jobs?

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However, some solutions address broader client
issues related to HR Strategy and HR Service
Delivery.

• Example issues
• How do I make my HR-related data more accessible
  to employees / managers and involve them more
  directly in HR processes?
• How do I optimize in/out sourcing of HR
  applications and services?

HR Service Delivery (self-service, service center
and outsourcing)
HR Strategy

• Example issues
• How do I know if I am winning the war for
  talent?
• What do I need to do to win the war?

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By following this model you can assure that you
are addressing all aspects of managing the
workforce.

• Initially, you develop an HR Strategy which is
  aligned and in support of the overall business
  strategy. The strategy is implemented/realized as
  you
• Attract people into the company.
• Once they are working for the company, they are
  deployed to an organizational entity/project. In
  the future they may be redeployed to another
  internal workgroup.
• During their employment they are involved in
  developing skills through training, mentoring and
  work experience.

• Their performance is continually monitored and
  when appropriate, they are rewarded for their
  performance.
• They are encouraged to share knowledge with one
  another.
• When the time comes for their employment to end
  they transition out of the company.

Throughout the course of the employee lifecycle,
all of your HR departments are consistently
measuring progress through feedback from HR
customers, in order to promote continuous process
improvement and effectiveness.
Whether it be through a service center, self
service and/or outsourcing, HR Service Delivery
organizes and delivers all HR services to your
customers.
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All of the components of our HR Process
Technology Market Offerings correspond to at
least one element of the HR Model.
Attract/ Select
Deploy/ Redeploy
Perform/ Reward
Develop/ Retain
Knowledge Sharing
HR Strategy
HR Service Delivery
Transition
Career Development Change Mgmt. Competency
Mgmt. Leadership Development Curricula
Development Training Delivery Orientation
Integration Integrated Performance
Support Culture Coaching/ Consulting Employee
Assistance Prog.
Workforce Planning Replacement Planning Succession
Planning Expatriate Job Rotation/
Sharing Employee Labor Relations Policies
Procedures Labor Law Time Attendance Employee
Orientation Career Path
Compensation, Rewards Recognition Performance
Management Benefits Health Welfare Employee
Assistance Programs Performance
Measurement Performance Feedback/ coaching/
mentoring Promotion/ Advancement Payroll
HR Infrastructure Governance Organization
Design Job.Role Design Team/Group Design Shared
Services, Service Center HR Outsourcing Self-servi
ce Employee Portal
Business Plan Goals Objectives HR Audit/
Assessment/ Diagnosis HR Measurement
Analytics HR Reengineering Human Performance
Integration
Labor Market Review Company Branding/
Advertisement Employee Sourcing Recruiting
Strategy Resume Tracking Selection
Criteria Interview Protocol Employee
Referrals Interns
Knowledge Capture Knowledge Generation Knowledge
Synthesis Knowledge Deployment Employee Comm.
Voluntary/ involuntary Separation Outplacement Alu
mni Programs
Global HR Service Delivery
Key Market Offering Components that Address our
Clients Intentions Attract/Select
Recruiting Addressed in the Learning and
Knowledge Mgt. domain
Employee Recording Keeping
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Accenture has used many different models to
illustrate similar concepts around the Employee
Lifecycle and the broader HR picture.
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Regardless of how the Employee Life Cycle is
graphically represented, the new economy presents
a significant opportunity for Human Resource
leaders to strengthen organizational capabilities
across the entire Employee Life Cycle.
(BIOGEN eHR MODEL-remove this note just for
reference)
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The Employee Life Cycle can also be discussed
from the perspective of how your client manages
its talent.
BUSINESS UNIT BUSINESS UNIT HR STRATEGY HR
STRATEGY
ORGANISATION ORGANISATION DESIGN DESIGN
ORGANISATION ORGANISATION DEVELOPMENT DEVELOPMENT
MANAGEMENT MANAGEMENT OF TALENT OF TALENT
EMPLOYEE EMPLOYEE COMMUNICATIONS COMMUNICATIONS
LEGAL LEGAL AND STATUTORY STATUTORY
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The Strategic Career Management Model, which has
been used in the Defense Community, demonstrates
the components of effective HR service provision,
providing a framework for integrating Employee
Lifecycle activities and aligning them with
organizational strategy and customer needs.
Strategy Development Deployment
Human Resource Pipeline Activities
Customers
Cross-Pipeline Integration
Functional Areas
TRANSITION
KNOWLEDGE
ATTRACT
DEVELOP
PERFORM
SHARING
DEPLOY
REWARD
Employees
Enablers
eHR Competency Framework Change /
Project Management
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Another model illustrates key concepts around
managing talent, including the competencies of
the talent, across the Employee Life Cycle.
Knowledge Sharing
Deploy/ Redeploy
Perform/ Reward
Develop/ Retain
Attract/Select
Transition
Colors different competencies
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Competency data is a driving factor of all HR
Processes associated with the HR Model.
Compensation and Recognition defines the
incremental skill proficiency that we will pay for
Recruitment and Selection defines where we
search for recruits and behaviors we screen for
Performance Assessment defines behaviors
employeesare expected to demonstrate
HC Planning aligns strategic initiatives,
management practices and employee skills
HR Process
Competency Desig Management
Competency Data
Employee Development identifies performance gaps
and means to address
Lifecycle
Retirement / Reinstatement managing
post-employment
Career Mgmt defines expected behaviors for each
role so development plans can be established
Succession Planning assess high potentials based
on current competency proficiency versus
proficiency required of the next position
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The Human Capital Model places core competencies
at the center the value proposition then being
the vehicle for translating those core
competencies into activities and HR roles that
add value.
Strategic Business Partnership
Change Navigation
enhances organization change readiness by
developing the right culture, managing change
programs, and building change knowledge and
leadership.
ensures that the people impact of business
initiatives is considered when creating
business strategy, determining
organization strategy and aligning
human capital strategy.

Relationship Management
Process Innovation
involves customer and
fosters value-added, innovative
workforce advocacy to ensure
approaches to human capital
continuous customer focus,
policy and program
effective workforce
administration by reinventing
relationships and open
processes, leveraging
communication.
technology and balancing
resourcing strategies.
Competency Building
generates the competencies and motivation needed
to
achieve strategic business objectives. It
includes role and competency
definition, as well as development of approaches
for generating competencies,
promoting knowledge management, and reinforcing
competencies.
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The Human Performance Solutions Coverage map
illustrates another way to group HR solutions.
This diagram is often used for discussions
around our Alliances Ventures.
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This diagram is frequently used to depict the
scope of services typically provided by
e-peopleserve.
e-peopleserve provides a secure HR administration
and transaction service covering the entire
employment life-cycle from recruitment and
selection through to exit. This means that the
HR aspects typically associated with cost rather
than value are removed from the organization, so
that the retained HR function is in a position to
concentrate on providing value to the
organization.
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Another variation of the HR Model places emphasis
on the relationship between HR Infrastructure and
HR Strategy.
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The HR Model graphically summarizes the following
key messages

• The HR Model is a complete web of interrelated HR
  functional areas.
• Effectively managing the Employee Lifecycle means
  integrating/aligning the HR activities to one
  another.
• In addition, all HR activities should be aligned
  to the overall business strategy.
• Effective HR Service Delivery improves the
  overall Human Resource process by ensuring HR
  customers are receiving the best services at the
  best cost.

The HR Model