Polishing the HR lens

One of the four shifts for the Future of HR

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Posted by Arthur Mazor, Kraig Eaton, and Joanne Stephane on February 15, 2019.

Three futures are happening now simultaneously: Future of Enterprise, Future of Workforce, and Future of How Work Gets Done, causing a new Future of HR to emerge. We’re exploring each of the four shifts HR needs to make to step into the future: mind-set, focus, lens, and enablers. Today, we’re looking at HR through a different lens, one that sees HR moving from a history of compliance and control to strategic partner, and now toward trust, empowerment, and business leadership enabled by a High-Impact HR Operating Model that helps HR flex to meet dynamic business needs.

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Total Rewards – Total Relationships

Driving towards a Simply Irresistible Organization demands a shift in Total Rewards

Posted by Arthur Mazor, Chad Atwell and Jason Flynn on February 2, 2018.

Total Rewards leaders (Compensation & Benefits) are increasingly pressured from both inside and outside the modern organization. Long-time experts in this profession are accustomed to balancing the needs of the workforce, business, and regulators. Now more than ever there are new challenges for Total Rewards professionals to get ahead of – or risk being caught off guard.

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The business of HR is the business

The role of Business HR in the new High-Impact Operating Model

The role of Business HR in the new High-Impact Operating Model

Posted by Arthur Mazor and Joanne Stephane on March 07, 2017.

HR has a mission: High-Impact. Business HR—the HR functions residing closest to business units—is at the heart of delivering High-Impact to the business. Here is a look at the three biggest factors differentiating Business HR from a traditional Business Partner approach with Deloitte’s recently updated High-Impact HR Operating Model.

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Another opportunity to extend HR Shared Services—COEs


Posted by Vyas Anantharaman, Kelley Taylor, and Diksha Dehal on June 03, 2016

We’ve devoted a few discussions to how organizations can make better use of HR Shared Services (HRSS) and why they should. Today’s HRSS centers are more innovative, more technologically proficient, and far more interactive and knowledge-based than they have traditionally been perceived. These advancing capabilities make HRSS well-suited to support another vital area of HR: COEs (Communities of Expertise). With a few targeted steps up front to help facilitate the transfer, services traditionally handled in COEs can also be handled effectively and efficiently via HRSS. The goal is not to diminish or replace COEs, but to free their resources for more value-added activities.

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Localizing HR doesn’t mean abandoning global standardization

Global standardization

Posted by Michael Stephan on June 19, 2014

For years we’ve worked with global organizations to help them standardize their HR practices around the world with the aim to lower costs while improving HR’s ability to efficiently serve the business and employees. This work often involves complex and sweeping transformation efforts, significant investments in ERP/SaaS platforms and shared service centers, and other changes in HR’s structure, technology, and processes. Now one of the Global Human Capital Trends 2014 looks at the ways a new model of “high-impact” HR is reshaping the global and local HR function. The idea is to retain globalized practices and infrastructure, but with localized flexibility to address the realities of specific countries or markets. It’s standardization with a twist — and that twist is what enables HR services to be more business-driven and ultimately more effective.

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