Creating value through HR

HR Strategy

Consulting
HR Strategy

One of the key success factors of high performing organisations is putting their people first. Today HR executives are
challenged to develop efficient and effective, simple yet powerful solutions to the people side of business. However it
remains difficult to determine the exact contribution of the HR function to achieve these objectives.

Based on the HR Strategy Framework, Deloitte is uniquely positioned to assist your organisation to strengthen
its strategic role and contribution of your HR function to ensure the execution of business strategy. Our 10-step
approach helps organisations to define and execute an effective HR strategy as well as develop and deliver services
and capabilities that today's organisations need to survive and grow.

Deloitte HR Strategy Framework

Define human capital value

Define 1. Understand the business strategy
human 2. Define HR strategy
capital
value

Align HR
products and
services
Align HR products and services
3. Segment HR customers
Deliver value
4. Prioritise HR investments
5. Design HR services

Deliver value
6. Ensure right HR service delivery model
7. Establish right HR capabilities
8. Improve HR operational excellence continuously
9. Build HR brand
10. Measure impact of HR products and services

Chart 3 (Line)

3000

2500
2

2000
 Define
human
capital
value

Align HR
products and
services

Deliver value

Define human capital value

The first step towards an effective HR strategy is to define value and to understand how business value is created.
This requires a deep insight into the overall business environment as well as a clear understanding of the organisa-
tion’s overall business strategy.

Step 1: Understand the business strategy

Understand market forces, trends and the business strategy and identify their impact on the HR strategy and priorities
required to execute the business strategy.

Step 2: Define HR strategy

Provide a roadmap for creating a unique competitive advantage by outlining how the organisation will leverage the
organisation’s human capital to address business challenges and achieve business objectives.

• Translate your organisation’s strategy into an effective and actionable HR strategy, priorities and business plan
• Translate your HR strategy into key people initiatives and programs
• Identify the best ways to attract, motivate, and retain new and existing workforce segments

An effective HR strategy provides a roadmap to create value through the organisation’s workforce. It also includes
guidelines for the organisation to follow when competing for new talent or retaining existing talent. These guidelines
can cover a broad range of issues, such as which skills and competencies are most critical for achieving future goals
and objectives, how to source talent (grow or buy), and how to create and maintain a high-performance culture.

Deloitte helps organisations to focus on people and HR, to identify the most practical ways to get things done and to
ensure that your Human Capital initiatives deliver their intended business value. The Deloitte enterprise value map for
Human Capital™ makes this process easier by accelerating the identification of potential improvement initiatives and
depicting how they can contribute to greater shareholder value.

Deloitte enterprise value map

Shareholder value

Revenue growth Operating margin Assest efficiency Expectations

Spelling Cost of Property,

Price Income Receivables Company External
Volume general & good plant & Inventory
realisation taxes & payables strengths factors
administration sold equipment

HR Strategy Consulting 3
 Define
human
capital
value

Align HR
products and
services

Deliver value

Align HR products and services

Once a strategic direction has been defined, the Human Capital Cost Management is a Deloitte service
organisation must review its HR policies, programs and offering which aims to identify, measure and manage
practices to ensure they are aligned with the defined HR the sources of cost and value creation. This method
strategy. entails a precise evaluation of the allocation of resources
(e.g. money, FTEs, time) within the HR function, allowing
Step 3: Segment HR customers the client to measure and track the actual and expected
Identify the critical workforce segments and tailor costs and benefits of existing HR activities and projects.
specific programs and services. Consequently, these HR activities and projects can be
prioritised in accordance with the cost-benefit analysis.
• Define and determine which workforce segments are
most critical to achieve the desired results
HR Prioritisation Matrix - Illustration
• Assess the needs of each workforce segment and
draw up programs and services tailored to their needs Re-examine Investment Ideal Position
High

Step 4: Prioritise HR investments

T
Identify all HR projects and understand their expected
costs, benefits, and primary focus to properly allocate
Performance

scarce resources. T
C
T

• Identify and develop prioritisation criteria that are C

C
aligned with the organisation’s strategy and priorities C

• Analyse the cost, benefit and risk of delivering each C

Low
offering across the workforce life cycle Stay the Course Increase Performance
• Allocate funding for parts of the people services Low Medium High
portfolio Strategic Value

The HR function should focus on value-adding activi-

HR Capability Current state Target
ties to support the execution of the business strategy Talent strategies C T

and objectives. HR leaders are asked more frequently to Learning & development C T
Change management and transformation
measure and improve the efficiency and the effective- Organisational strategies
C T

C T
ness of their HR function. However, understanding and HR strategy and services C T

managing sources of cost and value creation can be a

challenging task. Several factors need to be taken into
consideration, including the key deliverables that are to Step 5: Design HR services
be used in a selected organisation and the investments Design and implement HR solutions that are critical to
in HR practices and programs that drive these outcomes. ensure the execution of the HR strategy for every phase
Furthermore the criteria for prioritising HR investments of the workforce life cycle.
need to be defined to ensure the greatest return on
investment for the organisation. Finally, HR services and • Perform an HR process analysis and identify all HR
activities that should be reinforced or created need to be processes that should be streamlined or reengineered
identified as well as those that should be scaled back or • Analyse the current people services portfolio, (re)
eliminated completely. design and implement HR services and solutions

4
 Define
human
capital
value

Align HR
products and
services

Deliver value

Deliver value HR service delivery framework

Converting HR strategies and initiatives into tangible
business value requires the appropriate delivery Enablers
approach, a solid foundation of HR capabilities and gies HR po
rtal
nolo &s
infrastructure and the definition of business-driven t ech HR roles elf
e d - se
performance measures to track whether the expected at rv
gr e rs Cente i
a rt n rs o

te

ce
results are being delivered. sp fe

In
s om xp
is n
e Cust ers e

rti
Bu
rics

oyees
Emp

Rep
e
Step 6: Ensure right HR service delivery model M
el agree nts & met

s a

ortin
e

na
Think through people-related business challenges to

Shar
ire

ge
Ret

g & analytics
design the right HR service delivery model.

rs
Business

ed
me

&

services
Non-em
tives
urcer

HR strategies
• Analyse the current HR service delivery model and
ecu
tso

assess its ability to effectively meet the organisation’s

pl
Ex
Ou

oy
-lev

s ee
Applicant
needs and objectives
ice

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v

• Define specific roles, governance mechanisms, and

lici
r

Ve
e s

es
nd
e,

delivery options
or

,
nc

pr
anager m oc
a es
rn
• Identify key delivery enablers such as systems, Go
ve se
sp
roc
processes and infrastructure dure
s & compliance
e

More than ever it is critical for every organisation to

question - and if necessary - revise the way the HR
function is organised. This implies the assessment of the
organisation’s current and future ability to support the
business and to execute the defined corporate strategy.
To do so, organisations can rely on a wide range of
choices to deliver their HR services and solutions. Based on the HR Strategy Framework,
The Deloitte HR service delivery framework includes the
Deloitte is uniquely positioned to assist
key elements that should be considered to (re)design your organisation to strengthen its
an effective and efficient HR service delivery model. The
starting point of the framework consists of the business strategic role and contribution
and HR strategies and the identification of the unique
needs and requirements associated with each customer
of your HR function to ensure
segment, such as employees, managers, executives or the execution of business strategy.
new hires. Next, the framework emphasises HR’s various
roles by focusing on how service is delivered through
retained and outsourced HR roles. Finally, the required
technology and business enablers are identified and
considered as key variables in the (re)design of the HR
service delivery model.

HR Strategy Consulting 5
 Define
human
capital
value

Align HR
products and
services

Deliver value

Step 7: Establish right HR capabilities Step 8: Improve HR operational excellence

Identify and build the advanced skills, competencies and continuously
capabilities required for HR to fulfill its strategic role. Design supporting tools, processes, and infrastructure to
help the HR staff succeed.
• Identify the skills and competencies required to deliver
the HR Strategy • Assess the efficiency of HR-related services and activi-
• Conduct a skills analysis, develop training and ties through qualitative and quantitative analyses (HR
recruiting plans to fill any critical gaps Cost and Activity Analyses)
• Assess the cost structure of the HR function and
The HR function plays a central role in delivering people control significant long-term and short-term
services solutions to the organisation. Therefore the HR-related costs
capabilities of the HR function and its staff are critical to
achieve these objectives. Given current trends of central- Step 9: Build HR brand
ising or outsourcing administrative or non value-adding Understand and communicate the value of HR to
activities, HR leaders are being encouraged to focus on business leaders and key stakeholders.
the strategic aspect and added value of HR. To do so,
HR leaders must be able to identify and prioritise the key • Design, develop and implement an integrated commu-
strategic HR objectives that will help their organisations nication process in order to market the HR function
to execute the business strategy. within the organisation
• Obtain feedback on how HR is and should be
performing

HR Scorecard - Illustration

HR Key Performance Indicator Dashboard

Criteria Measure Description Result Target Variance to target

Changes in workforce numbers and hours

Headcount Number of FTEs 440,0 450,0 10,0
utilised by employee category
% new hires achieving 6 Staff retention performance throughout the
75,0% 80,0% 5,0%
months service organisation
Recruitment
Average time to fill a Recruitment performance throughout the
20,0 25,0 5,0
vacancy (days) organisation
Average training hours Time commitment to staff training and
30,0 40,0 10,0
Training and per employee development
development % training course partici- Participant satisfaction with training courses
82,0% 80,0% 2,0%
pant satisfaction provided
Succession % of internal appoint-
Succession planning effectiveness 10,0% 10,0% 0,0%
planning ments above level
% of appraisals Performance management effectiveness
90,0% 100,0% 10,0%
Performance completed on time throughout the organisation.
management % of individual training
100,0% 100,0% 0,0%
plans completed

6
Step 10: Measure impact of HR products and The 10 steps of Deloitte’s HR Strategy Framework are
services combined in an HR Roadmap which outlines the defined
Identify key performance measures to track the return HR priorities and actions.
on investment of HR products and services.
Certainly many challenges lie ahead for HR executives
• Link the corporate strategy, strategic HR priorities wanting to transform their HR function and optimise the
and key performance measure for HR and for the added value of HR. In order to achieve this end, an HR
workforce Roadmap can be developed which provides a practical
• Identify the right key performance measures and guide for the transformation of the HR function.
ensure the right balance between value- and cost-
related measures In the end an HR function that stays focused to this
• Design and implement an HR Scorecard to track HR roadmap by aligning its services and capabilities with the
impact, value and costs organisation´s business strategy will begin to distinguish
itself as a strategic partner; the only viable alternative in
An HR Scorecard is a tool for measuring the contribution today´s competitive environment.
of HR to the overall performance of an organisation. It
includes key performance indicators on HR investments,
costs, practices and competencies. As HR responds to
the challenge of making a greater strategic contribution
to the organisation, HR functions are using scorecards in
order to manage HR as a strategic asset.

HR Roadmap - Illustration

… Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 …

HR transformation
program Program management
management

Define HR Design Communicate

HR vision Evaluate and review Evaluate and review
department HR people HR people
& strategy HR vision/strategy HR vision/strategy
vision vision vision

Execute transition plan Operationalise HR organisation

HR organisation Define HR transition
& HR governance plan & HR governance
Implement HR governance Evaluate & review HR governance

Process design Process implementation (incl. employee engagement survey,...)

Knowledge transfer and coaching

HR core
processes Package harmonisation implementation Employee package management

Change and culture program

HR support
processes Design, implementation Identification/assessment of HR tools & develop HR IT long term strategy
& technology & testing

Reporting & Define HR metrics and HR measurement framework

HR scorecard KPIs / HR scorecard Evaluate & review HR metrics/scorecard

HR budget Budget approval Budget follow-up Budget follow-up

(HRB)

HR Strategy Consulting 7
Contacts
For more information, please contact

Josefine Heldeborn
Manager
0768-47 22 57
[email protected]

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