Our solution
The solution we can offer you to help you restructure your HR function takes the form of a realistic plan for change, designed to addresses your financial challenges. Our solution involves conducting a study of the current state and identifying your HR priorities. The results of the study will be used as the basis for a meeting with managers and employees. Following this meeting, we will assist you in determining the right size for your teams taking relevant costs into account.
HR Audit
“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
Redesign and dematerialization of HR processes
Enable ownership on HR processes for operational people through redesign and dematerialization.
Benefits
Here are some of the benefits actually experienced by our clients:
Retail industry
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 identifyin
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?
Your challenges
- How can the HR function contribute to the success of company strategy?
- What are the priorities of the HR function for the next 3 years?
- What should each member of the HR team be doing to timprove service delivered to clients?
- How to structure and size the HR organisation effectively to meet new challenges?
- Which skills should be developed within the organisation?
- How to support employees in changing the HR organisational structure?
- Which activities are possible/essential?
Mobility
“Mobility is a route to improved company performance”. In the current environment dominated by the difficultyto attract and retain talented people, mobility is becoming a priority for Human Resources professionals. By motivating employees, securing their loyalty and developing their skills, mobility boosts company performance. We can help you in developing and implementing a mobility process in line with your strategy.
- Your challenges
- How do you process each request in good time and select the best-qualified applicants?
- How do you persuade the best-qualified applicants to accept mobility?
- How do you get managers to accept the idea of mobility for their people?
- How do you manage mobility to reconcile demand with supply and current needs?
- What role should managers play in implementing a mobility policy? What support should be given to mobility applicants?
- How do you ensure greater visibility of the mobility process?
- Our solution
Our solution is to implement a mobility management policy based on the following:
- Career management: using data gathered at annual appraisals, drawing up succession plans and managing personal career plans
- Creating the desire for change: providing a job market and providing each individual with a personal response
- Making initiatives more visible: providing decision-makers with a relevant set of indicators and giving managers the tools they need to manage the mobility of their own teams.
- Benefits
Delivering tangible gains…:
Quantitatively
- Maximising returns on investment in training and development
- Reducing staff turnover
- Reducing recruitment costs
Qualitatively
- Matching employee skills to market challenges
- Letting employees take the initiative
- Motivating and involving HR staff
… alongside intangible benefits:
Quantitatively
- Matching employee skills to market challenges
- Letting employees take the initiative
- Motivating and involving HR staff
Qualitatively
- Creating pride in belonging to the company
- Creating mutual respect between management and employees
- Enhancing the company's image of corporate social responsibility
Benefits
Delivering tangible gains…:
Quantitatively
- Maximising returns on investment in training and development
- Reducing staff turnover
- Reducing recruitment costs
Qualitatively
- Matching employee skills to market challenges
- Letting employees take the initiative
- Motivating and involving HR staff
… alongside intangible benefits:
Quantitatively
- Matching empl
Our solution
Our solution is to implement a mobility management policy based on the following:
- Career management: using data gathered at annual appraisals, drawing up succession plans and managing personal career plans
- Creating the desire for change: providing a job market and providing each individual with a personal response
- Making initiatives more visible: providing decision-makers with a relevant set of indicators and giving managers the tools they need to manage the mobility of their own teams.
Your challenges
- How do you process each request in good time and select the best-qualified applicants?
- How do you persuade the best-qualified applicants to accept mobility?
- How do you get managers to accept the idea of mobility for their people?
- How do you manage mobility to reconcile demand with supply and current needs?
- What role should managers play in implementing a mobility policy?
- First page
- Previous page |
- …
- 5
- 6
- 7
- 8
- 9
- 10
- 11
- 12
- 13
- Next page |
- Last page
