A global HR organization with +400 employees worked across five HR units. They experienced inefficiencies in how they supported their global organization. This was also directly communicated by the business: HR needed to become a value-adding partner!
The Chief Human Resources Officer (CHRO) therefore decided to roll out an organizational initiative focused on ‘Working as ONE’. Employees needed to collaborate seamlessly across the HR units in order to provide the optimal value.
The CHRO wanted to know the critical steps to build a stronger HR organization. Innovisor was asked to analyze the networks and the engagement and feelings of the employees in order to get the right actions to move HR away from an operational function to a strategic partner.
Innovisor identified a collaboration barrier between Talent & Learning and HR Business Partners that was critical to bridge to be a value-adding partner:
- 78% of collaboration from Talent & Learning employees were with themselves while only 5% was with HR Business Partners. Five employees were therefore identified as the ones who could strengthen cohesion between the two units that made up 50% of HR.
- The most used word by managers, when stating how it was to work in the organization was “Complex”. It was used more than twice as much as the 2nd most used
The five employees were engaged in three specific activities:
- They were teamed together to work on a mutual assignment: Make HR more value-adding
- They were given sufficient time by their leaders to solve the assignment
- They had regular face-to-face meetings to build lasting relationships
Three months later, the right employees had helped the HR organization to become more value-adding, while also bridging the internal collaboration barrier in HR