HR makeover from transactional administration to strategic business partners

Grappled with the age-old working style, Human Resources function of this prestigious organization was poised to undergo HR transformation to make a comeback into the digital world as a modern and digital enterprise. Legacy system and processes in place HR function created competitive pressure to transform as it was cost inefficient and lacked contribution from the HR to fulfil its business goals. The client is an international organization that seeks to promote peaceful use of nuclear energy, and to inhibit its use for any military purpose, including nuclear weapons. We were approached by the client to help them modernise and devise a thriving HR strategy for them which would be in perfect alignment with their corporate objectives.

The organization being a strategic government entity had a complex structure and some critical functions (e.g. Payroll, HRMS, Self-service etc.) were not in place. Many vital HR processes were time bound and had huge impacts downstream as they were carried out manually. Executing these processes involved redundant efforts as teams were working in silos and in disparate manner. Manual adjustment for different currencies and processing with multiple countries was time consuming due to legacy systems in place which were high maintenance and time inefficient. Legacy systems and processes were high maintenance and time inefficient. Employees and managers were heavily dependent on the manual processes in HR and it created organization wide distress due to lack of transparency in the system, delayed responses and bottlenecks identification. Data consolidation within teams was vulnerable to human errors which increased rework efforts and delayed functions like ‘Compensation and Pay’. Additionally, time and attendance tracking were done manually which created more challenges for the entire function.

We carried out a 360-degree transformation of the HR function and sub-functions for the client. The complex organization structure and processes required a deep analysis around the roles, responsibilities and operations. This was a large-scale transformation that the client was undertaking and therefore having a clear vision and roadmap that tied back to the HR strategy and Corporate strategy at large was the implied imperative.

We created functional workflows to better understand structure and processes in place which was instrumental in driving HR transformation roadmap. additionally, sub-functions including talent management, payroll, self-help portal, L&D etc. were analysed in isolation to identify automation opportunities. We employed our outside-in approach to map the user journeys, understand the touchpoints and enhance the user experience. This helped to identify where the self-service opportunities are to eliminate the dependency. Our expertise and tested methods helped client to navigate confidently through the transformation exercise. We believe that transformation is not a one-day process but an ongoing and evolving journey and thus we established a Center of HR Excellence to keep the momentum going and create internal change enablers.

Business Impact