HR Process Assessment

End to End HR Processes

HR Process Taxonomy - Level 4

In order to complete a comprehensive assessment of HR Processes, we adopt 3 step approach of analysis to get a clear picture of current state without getting pegeon holed into a particular area. 

Use process taxonomy as a point of reference for all analysis (Up to Level 5)
  1. Process Step Review
  2. Data analysis
  3. Stakeholder Interview

Process Step Review
 HR Process taxonomy gives a good idea of E2E HR processes, what are the key activities / tasks and who does what. 

Process taxonomy will tell you if your HR business partners are performing too many admin tasks, or if your Centre of Excellence is involved in handling too many day to day queries. It also gives a detailed view of SIPOC (Supplier, Input, Process, Output, Customer) of each process/ sub process. To deep dive further into the reality of where HR actually spend time, deploying an activity tracker survey would be a good idea. Activity tracker survey list down all HR activities and the percentage of time HR spend on each tasks.

We need to look at the process from 6 different perspecrives to get a comprehensive view
  1. Employee Experience:  Check if this process step defines a 'moment that matters'. 'Moments that matters' or 'moment of truth' is a step in the process that  if performed well or not performed well creates either a positive or negative experience for the customers.
  2. Automation/ Technology Opportunities:  Check if a particular step is automated, capture which system is used to automate and then understand if there is an opporunity to further automate or consolidate. Main oppotunities here would be a) Automate the process from manual b) Integrate systems to create a seamless flow c) Consolidate the multiple systems into 1 global system if possible d) Consolidate data from multiple system into one place for better visibility e) Potential to use artificial intelligence or Robotic process automation.
  3. HR Policy & Procedures: This will be good time to check if we have clear policy for the process and if the policy up-to-date. Does the policy reflect the practice within the business.
  4. HR Services Scope & Penetration: Identify if there is opportunity to transfer admin acitivities from HRBP or COE to shared services or operations team. If there is service already delivered, would be good to check if work procedures are in place and up-todate and if it reflect correct practice
  5. Enterprise touchpoints: Also analyse if the step requires input from other function or if the step is providing input to other function to drive any business processes. This will help to get clear alignment with other functions.
  6. LEAN Process Improvement Opportunities: Identify waste in the process, ask the question 'is this process really creating value', if not this is a non value added task any may be removed. Remember that value enabler steps are not a waste.
HR Process assessment

Data Analysis: 
Once we have a clear view of the process step, the next step would be to perform data analysis to check if there is any themes coming out. I will not cover a lot here as data analysis is something will need to be tailored based on the organisation, but the basic numbers can give a lot of insights like headcount, revenue, total people cost, number of transactions, attrition, hire%, etc. I will cover more on this in the performance management blog

Stakeholder Interview: 
It is important to speak to stakeholder from all levels (senior to operational staffs) to get a 360 degree view of the processes. Focus on problem statement from strategic to operational. Most of the time, you will notice conversation is leading to solution, however at this stage it is important to just stick to the problem statement to get a view of what is working well and what isn't

The above steps are time consuming and will require talking to multiple people, but knowing the right people to talk to will help to speed up the current state process analysis and this will help to set the right tone when looking at proposal for improvements.


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