超越传统的人力资源和工资管理+Moving+Beyond+Transactional+HR+and+Payroll

Whitepaper

MovingBeyondTransactionalHRandPayroll

Apracticalguideforevolvingtoanoutcome-focusedapproach.

StaceyHarris,ChiefResearchOfficer,ManagingPartner,SapientInsightsGroup

Introduction.

Ourworldhaschangedforever.Globaltalentshortages,

redefinedworkmodels,andrapidinnovationhaveresultedinanincreasinglycomplexanddynamicbusinessenvironmentthatorganizationsofallsizesstruggletonavigate.

Theneedforadaptiveworkforceswithever-evolvingskillsetsandsystems

flexibleenoughtosupportthemarecommontopicsdiscussedatexecutive

levelsworldwide.Forthebetterpartofthelastdecade,analysts,influencers,andacademicsinthehumancapitalspacehaveemphasizedtheimportanceoffactoringHRandpayrollfunctionsintotheseconversationsandstressedthatastrategicapproachtoHRisoneoftheonlytruewaystocreatecompetitive

differentiation.Still,manyleadersshyawayfromtheseperceived“aspirational”

notionsforHRandpayrollinfavoroffocusingonmoreoperationalortransactionaleffortssuchascompliance,efficiency,andprocess.

ThebiggesthurdleformanycompaniesistheperceptionthatHRandpayroll

activitiesarebinary—eithertransactionalandcompliance-focusedor

strategic—wheninreality,theycanandshouldbeboth.Forexample,timeandattendancemanagementensuresabusinessisrunningwellinthepresent.

Atthesametime,italsoprovidesvaluabledatatoguidetheever-importantdecisionsconcerningwhentobuild,buy,orborrowlabor.Infact,consistentlylookingformoreproductiveprocessestooptimizedailyworkforceactivitiescanleadtocreatingamorestrategicandalignedHRfunction.

BUY

BUILD

BORROW

Hiringnewtalentthroughtraditionalrecruiting.

Reskillingor

upskillingexisting

talenttoprepare

themforanewrole.

Leveragingextendedworkforcetalent

poolstocontractforshort-termexpertise.

ArticlesandpaperswrittenaboutstrategicHRoftenoverlookthestrategicimportanceofefficientday-to-dayprocessesrelatedtopayroll,coreHR,

andcompliancewhilefocusinginsteadonmorepopulartopicssuchas

transformationalrecruitingoremployeeengagement.ThetruthisthatevenminortransactionalactivitiescanplayabigpartincreatingastrategicHR

function.Afterall,thereisnosenseinconcentratingonemployeeengagementifemployeesdon’ttrusttheiremployer’sabilitytomeettheirmostbasic

workforceneeds.

Payoffsfortakingonamore

strategicroleasanHR

practitionercreatetangible

results.StrategicHRfunctionsseea10%increaseintheir

abilitytoattractandkeep

talentandmakebusiness

decisionsbasedonworkforcedata.Thoseontheirwayto

beingstrategicsawonlya2%increaseintheseoutcomes.

2022-2023SapientInsightsGroup,AnnualHRSystemsSurvey,

25thEdition

MovingBeyondTransactionalHRandPayroll|2

BUSINESSOUTCOMESHROUTCOMESTALENTOUTCOMES

012345

STRATEGICHRFUNCTION

11%

IncreaseinBusiness,

Talent,andHROutcomes

WhatisstrategicHR?

Justtheterm“strategic”canevokeanadversereactioninthosewhoaremore

processdriven.Thisisunderstandablesincethetermisoverusedandoften

associatedwithdaunting,long-term,andresource-intensiveinitiatives.Thispaper

exploresthecharacteristicsofstrategicHRandpayrollfunctions,aswellasthe

outcomesthataccompanyashiftfromatransactionaltostrategicapproach.

Weexaminewhatexactly“strategicHR”means,howithelpsachievebusiness

outcomes,andthebasicstepsmosteffectiveinbuildingastrategicHRfunction.

ThebusinessbenefitsofstrategicHRaredefiniteandclear,asyoucansee

fromthefigurebelow.Businessoutcomesincreasebyanoverall9%whenHR

organizationsmovefrom“almoststrategic”to“strategic.”Anybusinessleader

wouldleapatthechancefora9%increaseintheirmostvaluedmetrics.

Theoutcomesthatshowimprovementwithastrategicmindsetspanthose

thataretraditionallyassociatedwithHR,suchasemployeeengagement,

productivity,andefficiency,butthatalsoincludekeytalentoutcomesrelated

toretentionanddevelopment.Ultimately,theseeffortstranslateintoimproved

performanceacrosstoplinebusinessprioritiessuchascompetitiveadvantage,

marketshare,andoverallprofitability.

HR,TALENT,ANDBUSINESSOUTCOMESOFSTRATEGICHRFUNCTIONSCOMPAREDTONON-STRATEGICHRFUNCTIONS

Abilitytoattracttoptalent

Abilitytodevelopahighlyqualifiedworkforce

0Availabilityofworkforcedatafordecision-making

Talentmobility;internaltalentmovement

Retentionoftoptalent

Employeeengagement

0Employeeandmanagerproductivity

HRalignmentwithbusinessstrategy

HRcost-efficiency

Competitiveadvantage

Customer(constituent)satisfaction

Innovation

Marketshare

Organizationalprofitability

TopCorrelation

DECLINEDNEUTRALIMPROVED

ComplianceHRMiddleHRStrategicHR

ALMOSTSTRATEGICHR

IncreaseinBusiness,

Talent,andHROutcomes

COMPLIANCEFUNCTION

DecreaseinBusiness,

Talent,andHROutcomes

-5%

2%

2022-2023SapientInsightsGroup,AnnualHRSystemsSurvey,25thEdition

MovingBeyondTransactionalHRandPayroll|3

SUCCESS

TOPFIVEPOSITIVECORRELATIONS

AdaptiveChange

ManagementProcesses

WorkforcePlanningConductedatOperationalLevels

Business-AlignedTime

ManagementSystems

TransformationalAbsence/

LeaveManagementProcesses

TransformationalSkills

ManagementProcesses

It’simportanttonotethatbecomingastrategicHRfunctiondoesn’trequire

significanttransformationefforts;thefirstandmostimportantstepissimply

shiftingperspective.WhenHRleadersfocusonachievingoutcomesforthe

workforceandbusiness,transitioningfromaprocess-orbest-practices-focused

organizationtoastrategicHRfunctionisstraightforward.

SHIFTINGTHEHRMINDSETFROMTRANSACTIONALTOSTRATEGICOUTCOMES

PERSONNELDEPARTMENT

Performing

EmployeeComplianceRelations

ComplianceTrainingAssessing

Pay/Reward

Exiting

Hiring

Recruit

Onboard

Transition

Develop

Train

EMPLOYEE

LIFECYCLE

Perform

Pay/Reward

Assess

Business

Model

Culture/Ethics

AvailableWorkforce

OUTCOMES

Vision/

Goals

LeadershipBehaviors

ProcessFocused

Efficiency/Cost

DefinedOutcomes

Strategic/Adaptable

ExperienceFocused

Skills/Work

2022-2023SapientInsightsGroup,AnnualHRSystemsSurvey,25thEdition

So,whatexactlyarethemostessentialfacetsofastrategicHRfunction?For

overadecade,SapientInsightsGrouphasanalyzedandcompareddatafrom

organizationsperceivedasbeingstrategicversusnon-strategicHRfunctions.

Inthemostcurrentiterationofthisresearch,fivekeyfactorscorrelatedwith

strategicHRfunctions.

WHATMAKESASTRATEGICHRFUNCTION

TOPFIVENEGATIVECORRELATIONS

FORSMBs,aLackofExternal

HRSupport

FORSMBHR,SpendingNoMoreThan15%oftheTimeonPayroll

ReactiveHRData

ManagementProcesses

LackofMobileHR

AReactiveApproachtoHealthandWellnessforEmployees

2022-2023SapientInsightsGroupResearch,Comparedto250AttributesandPractices

MovingBeyondTransactionalHRandPayroll|4

Itmightsurpriseyouthatfundamentalpracticessuchaschangemanagement,

workforceplanning,timetracking,andabsenceandleavemanagementare

HRorganizationsratedas

atthetopofthislist,outrankingotherHRpracticesthatoftengetmore

strategichad13%higher

timeandinvestmentfromleadership.IfstrategicHRisallaboutachieving

outcomesinareassuch

workforceandbusinessoutcomes,itstandstoreasonthatthepracticesthat

asemployeeengagement,

touchthemostpeopleandareasofoperationwillhavethegreatestimpact

employeeandmanager

onHR’sperception.Thesecriticalpracticescan’tbejust“goodenough”;theymustmirrorthevalueweplaceonourworkforces.Nowhereisthismore

essentialthanskillsmanagement—thesignificantconnectionpointbetweenoperationalneedsandworkforcecapabilities.

productivity,alignmentwith

businessstrategy,andHR

cost-efficiency.HRorganizationsrated“ontheirway”sawonly

Theoutcomesdatareinforcestheimportanceoffocusandhighlightsthe

a4%higheroutcome.

inherentrisksofmaintainingthe“statusquo.”Complianceissimplytable

stakes;tocompeteintoday’sbusinessenvironment,seniorleadersneedto

2022-2023SapientInsightsGroup,

thinkabouttheirHRfunctionslikeinvestmentportfolios.Connectiontothe

AnnualHRSystemsSurvey,

25thEdition

business’slong-termgoalsandobjectivesmustdrivethegreatestinvestments.

HRcanleadthewaytosuccessful

changemanagement.

Changemanagement,especiallyasitrelatestolargeorganizationalshifts,

extendsmuchmorebroadlythanHR.However,organizationsthatvalueHR

appreciateitsroleinassessingtheimpactofchangeontheworkforce.The

HRfunctionistheconnectivetissueoftheorganization,oftenresponsiblefor

centralizedcommunicationsaroundkeyorganizationalchangesandinitiatives.

Asguardiansofthecorporatecultureandworkforcesentiment,HRcanset

thetoneandpaceofchangeefforts.Regardlessofwhetheranorganizationis

intheGlobal2000orastart-up,thewayanorganizationshepherdsitspeople

throughchangewillsignificantlyimpactthesuccessofanyinitiative.

Astheowneroftheorganization’speople-centricdata,HRisuniquely

positionedtoaccessmoment-in-timeandtrenddataaboutworkforce

demographics,employees’reactiontochange,andanygapsthatneedto

beaddressed.Incorporatingadaptivechangemanagementpracticeswith

everyHRinteractionbuildsemployeeconfidenceinacompany’sabilityto

managechangeeffectively.ThrougheveryHRinteraction—frompayroll

runsandday-to-daycommunicationstobenefitsquestionsorpromotion

opportunities—everyHRtransactionlaysthefoundationforatrusted

relationshipbetweenthebusinessanditsworkforce.

Planningfortheunknown.

Whilechangeagilityandresponsivenessarecertainlyimportant,planningfor

changeandpredictingpotentialobstaclesaheadaremuchtrickiercapabilities.

Intoday’slabormarket,thescarcityofskilledemployeesmustconstantlybe

balancedagainstanever-shiftingdemandforservicesandproducts.

MovingBeyondTransactionalHRandPayroll|5

Whetherorganizationsneedtomakeworkforcechangesbasedondecreasingdemand,possiblesiteclosures,orexpandingmarkets,implementinga

data-drivenapproachtoworkforceplanningisessentialtounderstanding

thefullimpactofeventhesmallestbusinessshifts.Yearafteryear,Sapient

Insightsresearchhasfoundthateventacticalheadcountplanningeffortsleadtosomeimprovementinbusinessoutcomes.However,toachieverealimpact,workforceplanningshouldbeacontinuousprocessthatreachesthelevelofpositionmanagementandisinformedinrealtimebyHRandbusinessdata.

PositionmanagementcreatesacommonlanguageamongHR,finance,

andoperationsregardingtheresourcesandskillsrequiredtoachieve

organizationaloutcomes.Especiallyintoday’stightlabormarket,effective

positionmanagementplanningmakesiteasiertoimplementinternalmobilityprograms,shiftbudgetstocontingentresources,orhighlighttheimpactof

losingemployeeswithspecificskillsetswhenmakingworkforcereductions.

POSITIONMANAGEMENT

Theprocessofdeterminingthenumberofpositions

andskilllevelsrequiredinagivenjobroletoachieveanorganization’sgoals.Positionsareviewedas

independentoftheemployeescurrentlyholdingthosepositions.Workforcedataisnecessarytoadequatelyplanfor,maintain,andupdateeachposition.

Workforcedata,acquiredthrougheveryHRandpayrolltransaction,isat

thecenterofanypositionandlaboranalysis;real-timeworkforcedatagives

decision-makerstheabilitytocontinuouslymaintainplansforbuilding,

buying,orborrowingtalent.Position-levelworkforceplanningstartswith

recognizingthevalueofworkforcedata.Assigningownershipfortheoversightofanorganization’sworkforcedataisasignificantfirststep,alongwith

implementinggovernance,qualitystandards,andagreementsontheethicaluseofthedata.AccurateandmeaningfulHRdataisfundamentaltothe

conceptofdata-drivendecision-makingatalllevelsofthebusiness.ThatiswhyeffectivegovernanceofHRdataisa“must-do”foranyHRorganizationonthepathtostrategicHR.

Datadrivesdecisions.Everythinginbusinessboilsdowntoreactingtonewdataandmakingtherightdecisionasquicklyaspossible.HRpractitionerslookingtocreateamorestrategicHRfunctionmustalsobemorestrategicwiththeirdata.Thismeansthinkingofeveryapplication,bothinsideand

outsideoftheorganization,asapossibledatasource.Datagovernanceprinciplesthatclearlydefinehowdataiscaptured,stored,accessed,andreportedarefundamentaltobuildingastrongdatafoundation.

.UnitedNationsstudy:Europewillhave95millionfewerworking-agepeople(betweenages20and64)in2050thanin2015.

.TheConferenceBoardstatesthatblue-collarlaborshortageswill

continueintheU.S.through2030duetoalackofskilledlaborreadytoreplaceretiringbabyboomers.

.AccordingtoDeloitteandThe

ManufacturingInstitute,almost45%ofU.S.manufacturershaveturneddownbusinessopportunitiesduetoalackofworkers.

.IDCrecentlyfoundthat60%to80%ofAPACorganizationsfinditdifficultorextremelydifficulttofillITroles

includingsecurity,developers,anddataprofessionals.

MovingBeyondTransactionalHRandPayroll|6

Weallknowthatemployeestodayhavemoreoptionsthaneverforwhere

andwhentheywanttowork,alongsidehighexpectationsforengagement

andcollaborationwiththeiremployers.Givencurrenttalentchallengesanda

varietyofeconomicuncertainties,atacticalapproachtoworkforceplanning

canleaveanorganizationunpreparedandlikelyslowtoreacttothenextcrisis,

whateverthatmaybe.ThisiswhereHRcanstepinasaherobychanging

mindsetsandleveragingthetoolsanddataavailableatitsfingertips.

Elevatingtheroleofpayrollandtime.

Oneofthegreatestconcernsanemployeehasisjobsecurity,especiallywhen

organizationsbeginassessingopportunitiestoautomateworkorbringinnew

systems.HRstaffmembersarenotimmunetothesefears,particularlythosewho

supportpayrollandtime-trackingefforts.However,thesefearsareunfounded;

researchshowsthatmostorganizationsendupincreasingHRresourceswithin

twoyearsofimplementinganewHRMS,time,orpayrollsolution.

Undoubtedly,withtheimplementationofsuchnewsystems,organizations

seeadecreaseinadministrativeortacticalworkloads.However,theincreased

accesstodataandreducedadministrativetimefreesemployeestodomore

valuableandstrategicwork,suchasconductingpreemptivepayrollaudits,

analyzingpayrollandtimedataforearlyindicatorsofemployeeengagement

issues,orgettingaheadofglobalpayrollregulations.Elevatingtheapproach

topayrollandtimetrackingisahugelyimportantsteptostrategicHR.Our

researchshowsthatHRfunctionsspendingmorethan15%ofstaffresources

onadministrativepayrollworkweretwiceaslikelytobeviewedasnon-strategic.

Ontheflipside,weseedouble-digitincreasesinoutcomeswhensystemsalign

tobusinessneedsandincreasetheefficiencyofprocessesrelatedtopayroll,

timetracking,absencemanagement,andleavemanagement.Laborcostsare

oneofthelargestexpensesforanycompany,andtheimpactofevensmall

adjustmentsandincrementalefficienciesintheseareasissignificant.

ON-DEMANDPAY

On-demandpay,alsoknownasearnedwageaccess(EWA),isapayrollservicethatallowsemployeestoaccesssomeoralloftheirwagesastheyearnthemversuswaitingforadesignatedpayday.

MovingBeyondTransactionalHRandPayroll|7

Notonlycanimprovedefficienciesandincreasedaccesstopayrolland

attendancedatayieldgreaterbusinessinsights,theycanalsobringgreater

levelsofemployeeengagement.Employeesaroundtheglobearelookingfor

greaterpayrolltransparencyandmoreflexibilityinwheretheycanworkand

howtheyarepaid.Newtechnologiessuchason-demandpayandgeo-fence

timetrackinggiveemployeesmoreflexibilityandcontroloftheirworklives.

Theyalsohelpcompaniesattractandretainskilledtalent.Forinstance,to

betternavigateinternationalregulations,companieslookingtofillcritical

skillsgapswithglobaltalentareleveragingrelationshipswithpayrollservice

providersofferingnewservicessuchastheglobalemployerofrecord.Still,

companiesachievethegreatestvaluefromthesenewtechnologiesand

service-levelinnovationswhentheycontinueaccessingtheirworkforcedatainacompliantandintegratedformat.

OfallHRfunctions,payrollandtimehavethegreatestpossibilityfor“strategicelevation.”Whatismorecriticaltoyourbusinessandemployeesthanhavingemployeespaidaccuratelyandontime?

GEO-FENCETIMETRACKING

Geo-fencetimetrackingusesGPSorcellular

technologyandsoftwaretotriggeraresponsewhenamobiledeviceentersorleavesavirtualboundary.

OneoftheforemostwayspayrollandtimecanhelpHRorganizationsbecomemorestrategicisbyminingandanalyzingrelateddata.Whilereportingon

criticaldatasuchaslaborcosts,overtime,andtaximplicationsisagoodfirststepinprovidingleaderswiththeinformationtheyneed,transactionaldata

maynottellthewholestory.Usingpayroll,timetracking,leave,andabsence

datatoshowtheimpactofarecentchangeortopredict,basedonpasttrends,theimpactofpotentialdecisionshelpsseniorleadersrecognizethepowerandstrategicvalueofthesefunctions.

Wheretransformationmakessense.

Abigtransformationprojectisexcitingandanexcellentopportunitytomakesignificantchanges.Suchprojectsalsorequirelotsofstaffresources,funding,andexecutive-levelsponsorship.Whileabig-bangtransformationproject

canbethefastestroutetochange,itwillalsocausesignificantdisruptionto

everydaybusiness.Ifanorganizationdoesn’thavethecapacityorstaminaforamajortransformationinitiative,thestepsoutlinedinthispapercanbeamorepracticalwayofachievingchangeandincreasingbusinessoutcomes.

ArecentGallupstudyfoundthat,onaverage,engaged

employeeswanta31%pay

increaseforacceptinga

newjob,whiledisengaged

employeeswant22%.Whenusedstrategically,payroll

data—combinedwithattrition,engagement,andwellness

data—canprovidereal

opportunitiesforincreasingtoptalentretention.

MovingBeyondTransactionalHRandPayroll|8

Typically,withmajortransformationprojects,HRstaffwouldspendagreat

dealoftimemapping,managing,andrevisingalltheHRprocessesinordertocreatetheperfectemployeeandmanagerexperiences.Meetingswithvariousstakeholderswouldgetscheduledtorunthroughvariousprocessmaps.Thestaffwouldconductmultipleroundsofbetatestingforeachprocessareaandmapalltheprocessintegrationpointsandcontingencyfactors.Ifthisscenariodoesn’tsoundlikeafeasibleoptionforyourHRfunction,you’renotalone.

Supposechangeisstillneeded,butbigtransformationprojectsarenotonthe

horizon.Inthatcase,HRleaderscanshiftstafffocusinawaythatprioritizesthoseHRprocessesthathavethegreatestpotentialforincreasingbusinessoutcomes.High-potentialprocessesmightwellrequiretransformative

effortstoensuretheymeettheuniqueneedsofthebusiness,contribute

tocompetitiveadvantage,andsupporttheorganization’sculture.Those

processeslikelytoyieldlessimpactaregreatcandidatesforusingstandardbestpracticestoensureefficiency.Inbothcases,creatingopportunities

forregularcheckpointswithfeedbacksupportsacontinuousprocess

improvementmodelanddemonstratestoendusersthattheirinputmatters.

Becauseofuniquebusinessgoalsandprocessapproaches,everyorganizationwillhavedifferenthigh-priorityprocesses.However,ourresearchdidshow

someconsistencyinprioritizationacrossallorganizations.Ofthe20-plusHRprocessesweanalyzeeachyear,threeconsistentlyareidentifiedastransformativeprocessesforstrategicHR:

•Absencemanagement

•Leavemanagement

•Skillsmanagement

Itisn’tsurprisingthatthesethreeprocessareasareatthetopofthelist,as

theyimpactvirtuallyallemployeesthroughouttheircareers.Absenceandleavedataisnecessaryforusableworkforceplanningeffortsandisapowerfultoolwhenaddressingemployeeengagement.Similarly,skillsmanagementdata

isacriticalfactoracrossalmosteverytalentandHRprocessarea,makingit

fundamentalforstrategicHR.Whileanorganizationcouldimplementbasic

industrybestpracticesforthesethreeprocessareas,strategicHRorganizationsachievethegreatestimpactwhentheyextensivelytailortheseprocessesto

meettheuniqueneedsoftheirworkforceandreinforcecorecompanyvalues.

Measuringsuccess.

We’vealreadydiscussedthepowerofsimplychangingthefocusofHRandpayroll,alongwithchanginghowkeyHRprocessesgetdone.Finally,weneedtoaddresshowHRfunctionsaremeasured.Everybusinessfunctionhasmetricsthat

executivesregularlyassesstomonitorperformance.Insales,winsandlossesarefollowedindetail.Regulationsdeterminemanymeasurementsrelatedto

finance.InotherfunctionssuchasmarketingorIT,measurementscanbefluid,oftenchangingwiththeemergenceofnewtechnologiesornewproductcampaigns.HRsitssomewhereinthemiddle,withsomespecificmetricsrequiredforcomplianceandsomemetricslessdefinedanddependentondataavailabilityandaccessibility.

Strategic-ratedHRorganizationshad10%higherbusiness

outcomessuchasmarket

share,competitiveadvantage,profitability,andcustomer

satisfaction.Thoseontheirwaytobeingstrategicsawonlya1%increaseintheseoutcomes.

2022-2023SapientInsightsGroup,AnnualHRSystemsSurvey,

25thEdition

MovingBeyondTransactionalHRandPayroll|9

SeniorexecutivesandboardsuseawiderangeofmetricstoevaluateHR

functions.AmongallHRorganizations,nomattertheirstrategiclevels,60%

reporttoexecutivesweeklyonemployeeturnover,recruitingmetrics,and

compensationdata.Incontrast,strategicHRorganizationsnotonlycover

thesecompliance-drivenreportingneeds,buttheyarealsomuchmorelikely

toreportweeklyonforward-lookingmeasuresthatconnecttoemployee

engagement,learning,careerplanning,andwellness,asseeninthechartbelow.

TOP10HRMETRICSSHAREDWEEKLYWITHEXECUTIVESVIASTRATEGICHRFUNCTIONS

EmployeeTurnover/Retention

Recruiting

70%

EmployeeDemographics

58%

Compensation

54%

TotalWorkforceCost

44%

Compliance/Safety

42%

Learning

42%

Engagement

42%

CareerPlanning

37%

Wellness/Health

33%

78%

2022-2023SapientInsightsGroup,AnnualHRSystemsSurvey,25thEdition

Inatightlabormarketliketheoneweareexperiencingnow,non-monetarybenefitssuchashybridwork,scheduling

flexibility,andpredictabilitycanhelprecruitworkers,

reduceturnover,andincreaseproductivity,accordingtotheU.S.DepartmentofLabor.

Itisthecombinationofasolidmeasurementstrategy,robustdataanalytics,

workforceplanningtools,andHR’sexpertinsightsthatsupportsconfident

workforcedecisionsandhelpspredictloomingengagementchallenges,flight

risks,orevenopportunitiesforincreasedperformanceandgrowth.

Theareasofpredictiveanalyticsandmachinelearningheraldsomeofthe

mostexcitingandriskiestopportunitiesforstrategicHRfunctions.Innovative

andintelligentplatforms,suchasAIandmachinelearning(ML),arepromising

tocreatemorepersonalizedandpositiveexperiencesforeachemployee.

Throughtechnologyandintegrations,solutionssuchasSlackandMicrosoft

TeamsalsoallowHR-relatedactivitiestotakeplaceintheflowofwork.

AdvancesinML,hyper-personalization,andin-the-flow-of-worktechnology

allowHRtobepartofemployees’everydayworklives.Employeescanmanage

theirtimeoff,getspecificanswerstobenefits-relatedquestions,orfind

relevantdevelopmentopportunitiesfasterandwithmorecompany-specific

context.Successintheseenvironmentswillcomedowntotheaccuracyof

responses,thesecurityofthedata,andtheimpactthesetoolshaveonHRand

businessoutcomes.

MovingBeyondTransactionalHRandPayroll|10

ThestrategicevolutionofHR.

Asthenatureofbusinesscontinuestochange,HRmustcontinuetoembraceinnovationandcontinuousprocessimprovements—allwithaneyeon

adaptabilityandscalability.Thesechangesrequirehelpfromeveryrole

withinanHRfunction,includingthegeneralist,payrollspecialists,learning

professionals,workforceplanners,andevenHRleadership.Eachroletakesonaddedlayersofresponsibilityaroundprocessimprovement,datamanagement,andanalyticsthatmayrequirenewcompetenciesandskillsets.

KEYSKILLSNEEDEDFORTOMORROW’SHRTECHNOLOGIST

CriticalThinking&Ability

toSeeBigPicture

ContinuousImprovement

Mindset

CollaborationAcross

Functions

Written&Verbal

Communication

Self-Discipline&

Motivation

Troubleshooting&

Problem-Solving

2022-2023SapientInsightsGroup,AnnualHRSystemsSurvey,25thEdition

Asnotedearlier,onaverage,strategicHRfunctionsseedouble-digitincreasesinalloutcomeswhencomparedtocompliance-focusedHRfunctions.Thesedisparitiesareevengreaterincompaniesthatemploylargepopulationsof

hourlyorshiftworkersandhavetheabilitytomarryextendedworkforcedatawithtraditionalsalaryinformation.

Gettingstartedisoftenthehardestpartoftransitioningfromacompliancetoastrategicfunction,soletusexaminesomeactionsyoucantaketodaytoputyouontherightpath:

Changethemindset.

•AssessHRprioritiesagainstdesiredbusinessoutcomesandmakesureeveryactivityhassometypeofconnectiontoanoutcome.

•AssesscurrentHRresources(personnel,technology,andbudgets).

Doyouhavethetoolsandskillsneededtomakethedesiredchanges?

•Createaworkinggroupofstakeholdersfromallfunctionalbusinessareas.Theirperspecti