In a world of rapid flux, organisations must change their priorities from a traditional focus on planning and control to emphasize speed, innovation, flexibility, quality, service and cost. The HR team has to demonstrate their commitment to meet these key business drivers.
A major problem confronting HR managers today is to increase line management and employee productivity, provide higher more value-adding levels of HR service and internal customer responsiveness and at the same time reduce costs.
What is needed is a HR team that is customer-focused and market-driven in its external relations with customer and process-focused and team-oriented in its internal operations. Only such a HR team can look at the way work is performed across the organisation and seek to make HR processes more
logical, effective and efficient. Such an effort is at the heart of HR Optimisation and Process Re-engineering.
What is HR Optimisation & Process Re-engineering
Over the past few years, the term re-engineering has been heavily misused, and simply abused. In essence, HR Optimisation and HR Process Re-engineering is the fundamental rethinking and radical redesign of business process to bring about dramatic improvements in performance. There are four key words in this definition:
“Rethinking” – it refers to total rethinking. Beginning with the proverbial clean slate and reinventing how you would do your HR work.
“Radical” – means going to the root of things and not about improving what already exists.
“Process” – refers to a group of related tasks that together create a value for internal customers.
“Dramatic” – significantly increased employee productivity; simplifying the work; reduced cost; rapidly reduced cycle time; greater accuracy and management of information, reduce non-value added activity in the organisation; creating internal customer and end-user awareness; increased internal customer satisfaction.
HR Optimisation is an important service quality management philosophy. It aims to achieve significant and sustainable improvements in performance by re-engineering and ‘codesigning’ the processes through which an organisation operates, maximizing their value-added content and minimising everything else. This approach can be applied at an individual process level or to the whole organisation.
Cuddled from: Center for Organisational effectiveness (COE)
Written by: Dr Uwe H Kaufmann and Amy Tan Bee Choo