Year: 2014

Disrupting HR: start thinking of HR Customer Service


After many years of discussion and implementation of the HR Transformation framework developed by Dave Ulrich, very few organizations have been really “able” to undertake one of the key challenges posed by that concept: evolving into a true service organization. Many organizations declare to have successfully implemented the model. The key is of course how is success measured. Very often the issue is that HR transformation has been solely pursued with a cost-saving goal, and thus success has been eventually measured by the dollars the HR organization has saved. But at what cost? Way too often the result is a service organization that is distant (not only physically) from the needs of the employees. Managers have effectively to undertake too many HR tasks designed by HR for HR, not really having in mind the different approach a line manager would have. HR Business Partners that maintain the HR generalist mindset, not having evolved in terms of competencies through the transformation, and that continue to pursue HR tasks instead of being actor of the business support. Failing to …