I
n the previous two articles in this series, we looked at the work of academics John Storey and Dave Ulrich to
understand how the HR profession achieved its goal of becoming a strategic partner and change agent with a seat at businesses’ top table. We have considered the steps
global mobility (GM) professionals might take to follow HR to reach the desired status of strategic business partner. It is also important to think about how we can go beyond this and future-proof the function because GM can align more with what HR is doing right now to secure its strategic future.
LEARNING FROM CASE STUDY EXAMPLES This summer, HR’s professional body, the Chartered Institute of Personnel and Development (CIPD), reported on how the NatWest Group is transforming HR’s operating model.* NatWest’s strategy has been to focus on taking employee experience to the next level. It is aligning the experience employees receive with that delivered to its customers. In essence, NatWest plans to
go beyond the template that has informed HR’s strategic journey over the years – the Ulrich HR model, where the profession progresses from functional expert to employee advocate/human capital developer, to strategic partner – by recognising its limitations. It is creating a more agile, connected and adaptable function able to respond more effectively to employee needs. The CIPD reports that NatWest
Group’s focus on improving the employee experience is driven by a number of factors requiring concerted action. These include:
• the demand for talent • technology’s momentum • demographic changes in the workforce that require a new response to the expectations of the Millennial generation.
Together, these factors have shifted employees’ preferences and shaped demand for a different type of employee experience. There is, therefore, a clear need to revisit and take a different approach to the Ulrich employee advocate/human capital developer function.
NatWest drew on an evidence-
based, human-centred design to set out a “goal and journey” approach. While its strategic partner HR role remained in place, NatWest sought to achieve continuous improvement, as well as process simplification, when implementing strategy and policy operationally. It also needed a digital transformation to increase efficiencies and streamline workflows. Specific examples of goals addressed included the onboarding and development of shared-capability teams with specialist knowledge and expertise, including capabilities from both inside and outside of the HR function. Digital workplace solutions
drew on a range of disciplines too, including HR and other functions, such as technology. Resource allocation was managed in these goal-driven teams based on needs and priorities. The approach is supported by an enabling team, including ongoing business performance management and transformation activities. Each goal is broken down into
its own journey so that people with expertise in a particular area use
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GLOBAL MOBILITY
20TH ANNIVERSARY – THE FUTURE PART 3
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