Roundtable: Building the Case for HR Transformation

For HR Transformation to be successful, an organization needs to be very comfortable with the current model in place. SSON explored the attitudes of senior HR professionals at the 13th Annual Shared Services Week in Orlando

By Jamie Liddel: As many organizations struggle to cut costs, streamline processes and improve efficiency to survive the current economic climate; the bar has certainly been raised for HR leaders to deliver optimum services, and in some cases, drive positivity into disillusioned workforces. But how often is HR invited to the table when tough management decisions are being called? To discover what benefits HR Transformation may bring to an organization, it is important to anticipate the returns - both quantitative and qualitive before embarking on that journey. The following roundtable session explored HR Transformation at the 13th Annual Shared Services Week in Orlando.

Scott Manning: I’ve got seven questions. The first one is: what is HR transformation? The next one is: what are the key drivers on HR transformation?  Third, what is the best way to get HR a seat at the table? Four, there are two primary strategies in HR transformation that people use or a combination of the two.  One is buy, and one’s bill and I want to talk about what route you suggest people take in HR transformation respectively.  Five, what are the key causes of HR transformation failures?  Six is what do you expect the core returns to be - both quantitative and qualitative? And finally: what impact does the economy have on HR transformation?  So let’s start with what is HR transformation?  I see people talk about shared services and HR transformation all the time.  It means different things to different people.  I’d like to hear from you guys what is HR transformation?

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