Defining HR strategy and structure
An efficient customer-focused HR structure
Defining the operating context for human resources involves:
- Evaluating the environment
- Formulating company strategy
The ability to make meaningful human resources forecasts relies on helping managers to identify new directions (with particular emphasis on the proactive management of individual employees) and to make management decisions more quickly in an environment where changes now come thick and fast. To help you develop and implement your HR strategy, our aim is to align your structure with the available skills you have, and apply performance management techniques.
Management is central to strategy, because it is vital to align personal expectations, build and structure the organisation and implement working teams. There must be a commitment to skills development, but also to defining the reward (remuneration) system.
- Understand and benchmark leading practices and identify areas for improvement
Defining HR Strategy and structure involves is also focused on understanding and benchmarking leading practices and identifying areas for improvement based on:
- HR function and process audits, in terms of costs, performance, alignment
- A payroll audit, in terms of optimization
- Align HR organization with strategic objectives
Defining HR Strategy and structure involves aligning HR function objectives with overall company strategy.
We deliver the following actions:- Adapt the organization: decentralization, externalization, internalization
- Transformation plan: Resize the function, change management
- Business Process Management: Change and or optimize processes
Help to select a service provider to outsource workforce administration, pay and absence management
To answer to the stakes of quality, security and producty in the fields of workforce administration, pay, absences and reporting through the outsourcing of these activities.
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