Adapt HR to win (survive) in the post-COVID-19 world
Alight | NGA HR State of HR Transformation Survey (APAC) 2020 backs this up
Covid-19 forced forward the future of work. By up to five years
according to findings of the Alight | NGA HR State of HR
Transformation Survey (APAC) 2020. Before all else, workforce agility
must be built-in. How, where and when people work must be
adaptable. Talk of a second wave and of recession cannot be ignored.
The long run winners will be organisations that match workforce skills
and numbers to best business outcomes. Those coming through the
COVID-19 crisis fastest were “healthy” and followed this model
ahead of the lockdown.
How will you achieve optimum business performance?
Visibility
Agility
Resilience
Visibility, agility and resilience. The report highlights that these as key. Visibility come from analysing and reporting people data, pro- and retroactively.
Data must be pooled from all HR functions. Workforce management; time and attendance; payroll, succession planning and learning and development tools provide valuable insights. Integration with other departments, including finance is important.
Review business plans
Business plans and talent strategies drawn up ahead of COVID-19 need to be reviewed. New business objectives need to be overlaid with existing workforce capabilities. Decisions are then made on “skills” needed to move forward.
The result will be a sharper, tighter, higher returning workforce. The risk of future business interruption of this scale is greatly reduced.
The enablers to successful HR transformation can be found in this report.
What must HR deliver on?
HR must work in parallel with the board. Understand, what are likely to be unsettled business objectives, to ensure the talent, skills and resources continue to meet these.
The report findings point to the following 3 HR department expectations:
People Outcomes
The expectation is that execution details to achieve these outcomes will constantly change and meet ongoing recalibration
- 1 Culture
- 2 Capability
- 3 Aspirations & Carreers
- 4 Performance
Employee Experience
HR will need to think from an Experience lens to make program and services relevant for all different groups
- 1 Easy
- 2 Personal (Relevant)
- 3 Informed
- 4 Supported
People Analytics
Using data to inform the organization about a process vis-a-vis committed outcomes navigator (GPS) to your Human Capital Strategy
- 1 Lifestyle
- 2 Capability (not a CoE)
- 3 Rationale based
- 4 Goverance
Start your HR transformation here.
Research background
Qualitive and quantitive research
- 1 Annual report, tracking change since 2017
- 2 1,228 participant organisations (5,000 to 25,000+ employees)
- 3 Opinions of 2,200+ HR business leaders, representing all HR functions
- 4 Represents experiences of 8 million employees, worldwide (reflects RoW trends)
- 5 Companies ranked by HR transformation maturity
- 6 Representing all core market sectors
Geographic scope
%
Greater China
%
ASEAN
%
India
%
Others
Expert opinion
“Resistance to change from HR is the biggest barrier in achieving business transformation. This is not new. This report outlines in a logical, disciplined and executable manner, how to manage change. This is your guide to becoming adaptable in an increasingly unstable world of work.”
Luca Saracino
Alight | NGA HR
“The report findings points to the need for “Adaptable HR”. In a turbulent world, its vital to allow continuous business change. Lack of agility to react during COVID-19 has had huge negative impacts on productivity. Never has a more pertinent case study backed-up the findings of a research report. HR transformation is all about enabling business transformation – planned or forced.”
“Success needs a well-thought through HR Operating Model complemented by the right HR Technology. Alongside these, the ability of HR to use governance as a lever to navigate to the future is key.”
“Employee experience and compliance are the dominating service delivery design principles. This accentuates the role that platforms play in the realisation of the service design. The service design needs to deliver a consumer grade experience while having in-built invisible lines of authority to drive control points in HR.”
This report is for you if you are an HR professional in a medium to large organisation.
NGA HR is uniquely positioned to help HR leaders unlock the true value of their diverse workforce, wherever they are. We focus on customer value, based on almost 50 years of experience in HR consulting, HR outsourcing and HR technology. Innovation is the foundation of our business and why we are recognized as a market leader in HR & Payroll.
