- Bill Middleton, HR Director, LeasePlan USA
- Borge Obel, Professor, Aarhus University
- Dr. Christopher G. Worley, Senior Research Scientist, University of Southern California
- Dave Ulrich, Professor and Author, Ross School of Business, University of Michigan
- David Holmes, VP & Senior HR Partner, Manulife Financial
- Dr. David Weiss, Author, Strategist, Consultant, Educator, President and CEO of Weiss International Ltd.
- Dr. Elaine Farndale, Associate Professor, School of Labor and Employment Relations at the Pennsylvania State University
- John Boudreau, Professor and Research Director, University of Southern California
- Lucy Adams, CEO, Disruptive HR Agency
- Michel Hebert, Senior Manager, Research, Info-Tech Research Group
- Michele DiMartino, Senior Consultant, KatesKesler Organization Consulting
- Mona Najib, HR Director, LeasePlan USA
- Dr. Paul Sparrow, Professor, Lancaster University Management School
- HR executives struggle to find the right delivery model, and often view the three-prong model as an end goal.
- This delivery model often fails to realize desired results; while in some cases it was not implemented properly, at times it is not the right model in the first place.
- Organizations have unique operating environments and strategies, but have focused on adopting universal HR delivery models.
- The design of HR’s service delivery is critical to successfully executing strategic initiatives and is a source of competitive advantage.
- HR’s delivery model should be designed to support broader organizational goals and mimic organizational design.
- Deciding where data analytics fits into a delivery model is a critical step in moving to evidence-based HR.
Impact and Result
- There is no single HR model – HR’s delivery model should be designed to the organization.
- There are four factors impacting the design of HR’s delivery model:
- Aligning HR’s delivery model to support organizational goals and complement the broader organizational design.
- Clearly defining HR’s purpose to maximize its contributions to the organization.
- Establishing the degree of agility required to quickly adapt and respond to changes within the operating environment.
- Ensuring efficient delivery of services through automation, digital services, and focusing on employee experiences.
This guided implementation is a one call advisory process.