“Identifying and objectivising ways of improving your management of Human Resources” The HR function plays an increasingly strategic role in the company, but at the same time it operates in an increasingly difficult environment (fewer resources and the challenge to secure the loyalty of the human capital required). We will support you in restructuring your HR organisation, processes and systems in order to establish your human capital as the focal point of your strategy.

Your challenges

• How to do more with less?
• Is the HR function tover-resourced in relation to the services provided?
• Are outsourced HR services too expensive? ...
• ... or what could be gained by outsourcing certain services or bringing them in-house?
• Is the distribution of HR services correctly balanced between the needs of internal and external “clients”?
• Are our HRIS used efficiently?
• Are our HR tools effective and appropriate for operational needs?
• What are the key initiativesto undertake to improve HR service efficiency? ... 
• ... And which HR initiatives undertaken in priority to improve organisational efficiency?

Our solution

Our solution for maximising the effectiveness of your HR function is built around three key areas: 

• The HR structure and processes, by improving internal operating methods, reallocating tasks between managers, and centralising, decentralising or reallocating certain tasks
• The costs associated with the HR function, by measuring internal ratios to identify areas for improvement and quantifying potential gains or losses as the basis for identifying the type of action required
• The payroll, by identifying payroll monitoring and control indicators, measuring these indicators, quantifying uncontrolled payroll costs and implementing payroll security initiatives

Benefits

Here are some of the benefits actually experienced by our clients:

Retail industry

• Payroll and HR process audit conducted on the basis of 35 indicators over three months (audit commissioned by CFO and HRD)
• Mapping of “failures” in individual group entities
• Quantified calculation of the “loss” and the potential gains to be made by bringing the circumstances “under control” (gains of several million euros)
• Roadmaps designed to help operational staff introduce and exercise the necessary controls
• Organisational, regulatory and systems (HRIS) developments

Insurance industry

• Audit of all HR processes and resources over a four-week period
• Identification of failures and benchmarking of HR function costs (resulting in potential gains of more than 20%)
• Preparation of a 3-year roadmap for the HR function (covering organisational issues, processes and resources)
• Identification of 10 HR function priorities for the following 6 months, accompanied by individual roadmaps
• Validation of the 3-year HRIS masterplan by the Executive Committee

Review HR organisation and priorities

Line up the HR function organisation with the company strategy

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Redesign and dematerialization of HR processes

Enable ownership on HR processes for operational people through redesign and dematerialization.

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