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HR Operations Transformation

Scaling HR Operations Through Agile Operating Model and Digital Enablement.

Outcome
  • Operational Efficiency Increased: Significantly reduced process cycle times and manual effort across HR operations
  • Headcount Optimization: FTE requirements reduced through automation and process optimization
  • Value-Adding Focus: Employees freed from repetitive tasks to concentrate on strategic, high-value activities
  • Scalable Operations Established: Operating model supports expanding retail footprint without proportional resource increase
  • Store Experience Enhanced: Retail stores and shop-in-shop benefit from improved HR system capabilities and faster service delivery
  • Digital Capabilities: Automation and AI integrated into HR workflows, reducing manual touchpoints
Customer: Consumer Goods Company
Industry: Consumer Goods, Retail

Executive Summary

Rapidly expanding retail operations overwhelmed the existing HR function with manual processes, inefficient workflows, and lack of scalability. The client needed a fundamental transformation of their HR operating model to support growth, reduce manual effort, and enable value-adding activities through agile methodologies and digital enablement.

Friction

HUMAN
  • Limited skills and capabilities to manage complex HR processes efficiently
  • Lack of understanding of optimal process execution and workflows
  • High dependency on manual, repetitive tasks limiting focus on strategic activities
ORGANIZATIONAL
  • No scalable operating model to support expanding retail operations
  • Unclear roles and responsibilities across HR functions
  • Missing governance framework for transformation initiatives
PROCESS
  • Inefficient manual workflows causing extended process cycle times
  • Lack of standardized procedures across HR operations
  • Uncoordinated processes between teams leading to redundancies and delays
ECOSYSTEM
  • Outdated HR systems unable to support operational demands
  • Limited automation and digital capabilities
  • Dependencies on legacy tools and manual workarounds

Goal

Eliminate HR operations frictions such as manual processes, unclear coordination, and scalability constraints, establishing an agile operating model with digital enablement that drives efficiency, reduces headcount requirements, and enables focus on value-adding activities.

Transformation Pillars

  1. 1
    Current State Assessment :
    Comprehensive analysis completed across all HR teams, process pain points identified, baseline metrics established for transformation
  2. 2
    Future Process Design :
    Target operating processes defined, agile methodology adapted for HR context, product team and COE structure established
  3. 3
    Agile Operating Model Development :
    New operating model designed with product teams and Centers of Excellence, roles and responsibilities clarified, governance framework implemented
  4. 4
    Transformation Framework & Maturity Model :
    Multi-stage transformation approach developed with defined maturity levels, roadmap created for progressive capability building
  5. 5
    Digital Backbone Implementation :
    New HR system deployed as operating model foundation, automation and AI capabilities integrated, digital workflows enabled

Approach

  1. Design :
    Assess current state across all HR teams, analyze inefficiencies, and define future process architecture and agile operating model
  2. Prepare :
    Develop transformation framework with maturity levels, establish program structure, and design digital backbone requirements
  3. Implement :
    Deploy agile operating model, implement new HR system, and execute process transformations across teams
  4. Run :
    Establish global operational readiness through program management, change enablement, and continuous capability building to sustain transformation outcomes