HR Transformation Strategy and Planning Services | Deloitte US

Putting strategy into practice

All too often, human resource (HR) organizations transform themselves in a strategic vacuum, responding to the business’ day-to-day operating needs without a clear view of the big picture. Plans, models, initiatives, and formal transformations add up to nothing if the business outcomes don’t change and if the business performance is not sustained. To be effective, organizations need HR to show up differently. This means setting and achieving the workforce and talent agenda, driving workforce performance and engagement, stewarding the culture, and enhancing the experience for the enterprise’s people. To accomplish these goals, HR needs to align its transformation efforts with the company’s business strategy. This requires an HR transformation strategy that is realistic and executable–with accurate plans, schedules, resource requirements, and estimated benefits that the company can rely on.

Recent global surveys sponsored by Deloitte Consulting LLP found that only 20% of business executives believe HR is adequately planning for their company’s future talent needs, only 28% of executives believe HR is highly efficient, and 85% of global organizations feel the need to transform HR to meet new business requirements.

What can HR do to regain the confidence of its business colleagues? And how can HR develop the capabilities necessary to help the business achieve its goals?

How can HR deliver sustainable performance and what’s needed to get there?

The first step is to work with the business to understand its top three or four strategic priorities–and then to develop an HR transformation vision and strategy that aligns with those priorities. The next step is to identify the detailed actions, resources, timing, and budget necessary to put the strategy into action. Detailed transformation plans and expected benefits should be based on facts and real-world experience, not wild guesses or wishful thinking.