HR process reinvention helps shift from process driven to output-oriented.
Business Process Reinvention advocates that enterprises go back to the basics and re-examine their very roots. It doesn't believe in small improvements. Rather, it aims at total reinvention. As for results: BPR is clearly not for companies who want a 10% improvement. It is for the ones that need a ten-fold increase. Re-engineering and re-invention is the "fundamental" rethinking and "radical" redesign of business "processes" to achieve "dramatic" improvements in critical, contemporary measures of performance such as cost, quality, service and speed. From process management perspective, what are the logical steps to reinvent HR and talent management?
Communication: It is clear that the business needs to be convinced of the improvements before implementing. So, you have to communicate, consult and then implement. Consider your organization stakeholder when reinvent business processes. When you redesign the process, you need to ensure that your recommendation of new business process can answer the stakeholder need. There are links between these concepts - big meaty ideas or concepts to capture the imagination and encourage engagement in making significant and relevant change; communication is the key to getting the 'big idea' out there and then enable the feedback, consideration and implementation process that turns the idea into reality.
Stakeholder Buy-in: Another component to consider, is the extent to which you get representation from everyone who will have a stake in this process. In most instances, these types of initiatives touch just about everyone in the organization. Some organizations formed a "vision" team and was comprised of at least one person from each business unit. Each team member acted as a champion within their own teams and this made it much easier for business as a whole to move the organization through change. You can also take a lot of time up front to map out the entire workflow of processes you want or need to either change or design. You end up with a large visual which you display. This will make it easier for managers to communicate to the broader audience
HR process reinvention helps shift from process oriented to output-oriented: In order to align with business strategies, HR’s planning should set out specific activities for both quality control (output-oriented) and quality assurance (process-oriented). To be a real strategic partner for the business, HR department need to rely on both of them. It is a balance of both process efficiency and program effectiveness. In many instances, these can be in conflict. This is where business-driven HR leaders can strategize with business leaders around the trade-offs and ultimately optimize and align the HR service delivery model and programs with the business. Most of today’s HR departments today are more process oriented than output oriented, because the importance of the process by which the output is established is due to the process in which is taken to provide the output. But in order to build strong HR capability, it should be output oriented first; process orientation should only come into play in so far as it helps deliver the output more effectively.
People are still the most invaluable asset in businesses today. However, many HR organizations still run in silo, as a support function doing the administration tasks, only through leveraging the latest technologies, reinventing key business processes and engaging talent employees, HR can be transformed into a strategic business partner to lift up the maturity level of their organizations.
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