The transition from “centers” to “communities” is a fundamental change
in our last article on Expert Communities (CoE), we defined Deloitte’s concept of communities of expertise and provided insight into their difference from the centers. of traditional excellence.
Redefining the CoE is an excellent start, but to maximize the impact, we need to determine how these CoEs should behave and interact with the rest of the HR and the organization as a whole. This article will examine some of the attributes that should be incorporated into the design of the new-age excellence center.
Among the most important functions and features of CoEs are:
Continuation of the corporate strategy : Centers of excellence must be focused on strategy and business imperatives so that they develop programs and policies that are relevant to l & # 39; company. The concept of “fit for purpose” must take into account not only the overall organizational strategy, but also the individual strategies of the various components of that organization (business units, geographic areas, markets, , product lines, etc.).
Creating Communities and Connections Across the Entire Ecosystem : The sense of a wider community and truly collaborative solutions has long been absent from the ecosystem of human resources. The CoE function can take the initiative to integrate the power of multiple voices into the conversation. The CoE can train and lead a cross-functional community of people both inside and outside HR to help design and develop services. Replacing silos with coordinated, collaborative and specialized communities, shared between internal and external resources designed with the company and localized where warranted, is the crucial first step in the journey to excellence centers at strong impact.
Employing Design Thinking (aka being customer centric): CoE solutions should be developed from a client-centric state of mind, raising the level of customer-centric thinking. employee experience. It is imperative that centers of excellence direct the design of desirable solutions for the end user, feasible for the organization and sustainable to have an impact on the activities.
Solution Portfolio Management : Programs and solutions should be designed to take into account the total impact of the business, even with industry-specific and industry-specific differences. market. Although the high-impact human resource operating model lays the groundwork for defining the role of the CoE function in the overall business model, it is not a problem. 39, a unique solution, but “at goal”. The transformational force of the new high-impact model is that it includes both “basic services” and “strategic choices”, allowing companies to take advantage of standardization while allowing localizations appropriate for customer segments. When combined, this framework creates the fit model.
Transition from internal resources to internal and external networks : In order to fully exploit the power of the collective intellect and experience that the general ecosystem can offer, CoE professionals should constantly increase their internal capacity and expertise with additional sources (social networks, suppliers, customer information and integrated research).
Structuring Synergies : Responding to the Challenges “Who Does What?” Created by the existence of several ECs, the EC must be grouped logically with a clear definition of responsibilities, such as Talent, Total Rewards and HR Strategy. This redesign of CoE offers the opportunity to develop a more integrated, solution-based and functional HR model. The integration of functions and technologies, the fact of being more customer-oriented and the execution of a more reflective model can transform the centers of excellence into dynamic functions capable of better meeting the needs of a complex organization. In this model, there will be different roles of the Council of Europe centrally managed and managed, with members scattered throughout the world and business units; There can also be a network of dedicated specialists within a specific HR function that is located within the company with close links to the community.
Leveraging Technology : Centers of Excellence must use technology to enable virtually connected teams. The technology is available, but underutilized. To create a true “community”, excellence centers need to take advantage of inexpensive and readily available social networks, videoconferencing and other ways to provide an accessible global network.
Using Big Data and Analysis : Data Analysis and Derivation Analyzes Are Becoming More and More Common As Big Data Mining Techniques s & # 39; improve. It is essential that centers of excellence take advantage of them and that they make greater use of workforce data to provide real business insights and recommendations for action when designing programs and programs. politics.
Integration Optimization : CoEs must be configured to optimize integration and end-to-end programs that enhance employee experience. There is a delicate balance between the need and desire for standardization and the need to create programs and policies appropriate to the intended purpose. It is up to the CoE to manage this balance and to ensure that all stakeholders are taken into account.
The evolution of the business landscape calls for a fundamental shift in this way that centers of excellence incorporate specific features and attributes to support the global business of today. hui. Our next article will discuss the necessary reorientation of the roles and services of the communities of expertise to generate significant impact within and beyond the human resource organization.
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