Key HR initiatives appear to be striking a balance between people, process and technology, thanks to smart HR investments in initiatives that matter, like streamlining business process and implementing manager self-service, commitment to running the HR function like a business and an effective mix of strategic perspective and operational discipline
A recent Towers Watson research report, which assessed HR transformation plans, goals and progress across almost 1,050 organisations, found that for the second year in a row, streamlining business processes was the number one initiative for HR functions.
As in years past, it also found a continued emphasis on talent management.
“We expect to see business process re-engineering and strategic decision making figure prominently in HR transformation efforts aiming to keep the HR function focused, efficient and effective,” the report said.
“This is supported by data points that reveal HR’s ambitious plans involving structural changes, continued investment in technology and the alignment of the function with business goals.”
“Successful HR leaders prioritise opportunities to make their organisations more agile and flexible”
The 2014 HR Service Delivery and Technology Survey also found that HR technology spending continues to be strong, in spite of some cost reductions in other areas of HR.
“We believe this reflects an understanding that technology is a large and increasingly important driver of HR effectiveness and efficiency,” the report said.
These investments are directed mostly toward the implementation of new technology and new functionality, including HR portals, talent management solutions, mobile access services and leading software-as-a-service systems.
The report also found that in order to maintain a strategic advantage, HR organisations are continuing to create insights using numerous data sources.
One of the most critical of these sources is the employee engagement survey, and more than half of the respondents survey their employees every two years or more frequently, and of those, 33 per cent report they use the results to influence transformation within their organisation while 30 per cent feel they could do more.
“Our daily work as HR professionals has tangible and immediate implications for the workforce and the organisation as a whole,” the report said.
“Successful HR leaders prioritise opportunities to make their organisations more agile and flexible by addressing technology, structural and process challenges.
“The key to making the right choices is to prioritise strategic needs and match them with the right service delivery solutions.”