Does the common HR operating model need to change?
Before you scrap your model and start fresh, think about the HR interactions and investments in your people and technology needed to make your current model — or any model — successful.
Human resources leaders are under more pressure than ever to deliver real value for their organisations by bringing both increased efficiency and increased effectiveness to the functions they lead. Consequently, all eyes are on the HR operating model and whether it can help HR deliver against these heightened expectations.
Has the common federated HR operating model — which we define as an HR function with HR business partners, centres of excellence (COEs) and shared services — fully achieved what was expected? Should the operating model evolve to accommodate employee experience, increased automation, personalisation and other demands being placed on the HR function?
Theories abound — but at Mercer, we have a strong point of view guided by data-driven insights and practical, real-world client experience on these critical issues.
Can HR deliver?
In this new point of view, we cover:
Five ways HR can respond to changing demands and optimise the performance of the interaction and operating model to reflect their unique roles
Common challenges HR organisations are facing, based on our recent survey of more than 850 organisations
Three areas of opportunity to help unlock potential in the HR operating model
How Mercer is uniquely positioned to help organisations improve the performance of their HR operating models