Strategic talent leaders focus primarily on data to understand the state of talent in the unit. As a result, they have much less day-to-day operational contact with mid- and lower-level managers and frontline employees. This role might not be well-suited for HRBPs who would feel out of touch with their business unit or function without these firsthand interactions.Define the role of the strategic talent leader, including the scope of responsibilities and competencies required.
Agile practices deliver value in small but consumable increments. Initially used mainly in IT project management , agile incorporates a set of values designed to make teams more responsive to change. Problem-solver pool leaders should have strong project management skills and must also work to create an environment conducive to risk taking, in which it is safe to fail.
Next-generation COEs need to become more agile, dynamic and adaptable to provide deep expertise in important subject areas for HR. They achieve this goal by redistributing and specializing tasks across other roles in the HR operating model of the future. A key change for next-generation COEs is their role in providing skilled expertise for problem-solver support. Problem solvers may pull in COEs as needed to help solve critical challenges and provide deeper knowledge and understanding of critical processes.Redefine the COE value proposition, prioritize strategic initiatives and redistribute routine operational activities to the HR operations and service delivery team.
With HR focused on breaking down silos, the HR COO is responsible for tying together different roles to maximize functional efficacy. Responsibilities for the HR COO include optimizing technology and talent data, automating HR activities and maintaining the relationships among HR roles or teams to collaborate effectively and agilely.Shared services centers are most effective at standardizing processes and optimizing HR costs.