Digital HR I Best Practices I NuggetHub

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Best Practices
D I G I T A L I N
H U M A N R E S O U R C E S ( H R )

Digital Workplace - Frameworks4
Digital HR Frameworks3
Trends in HR2
Introduction1
Agenda
Digital Workplace - Methodology5
Organizing new HR6
Human Capital Technology7

Trends in HR2
Introduction1
Agenda
Organizing new HR6

Three megatrends will determine the development of the future
world of work
3 HR megatrends
Working in the digital
network economy
Digital leadership
and organization
Dissolution of the
organization

Traditionally closed organizations will dissolve more and more in
the future
Dissolution of the organization
Peer-to-peer instead of
hierarchy
> Communication across
organizations between
professionals in special
interest communities
> Loyalty through professional
expertise instead of
organizational affiliation
Liquid instead of rigid
> Dissolution of fixed organizational structures
> Networking between competitors on a
project basis
> Creation of jobs without organizational
affiliation
Assigning instead of hiring
> Increase of hiring on demand due to the
transparency of
skills and availability of professionals
> Shift from employment relationships to work
assignments
Open instead of closed
> Opening and delimiting of
formerly closed corporate
structures
> Integration of the crowd as
part of the value chain
Prosumers instead of
professional producers
> Replacement of professional employment
by voluntary digital work (e.g. Wikipedia)
> Blurring of borders between consumers and
producers

In the digital world new ways of working, cooperation and skills will be
required
Working in the digital network economy (1/2)
Machines as colleagues, cooperation
partners and controllers
> Merging of responsibility areas for human and
machine work
> Development of collaborative working forms
Blurred lines between
profession and privacy
> Dissolution of traditional working schedules
and places
> Shift from working hours based performance
measurement to a results based approach
Work without frontiers
> Significant decrease of importance of
the spatial location of professionals
> Approximation of labor mobility
towards capital mobility
Monitoring instead of execution
> Transfer of physically demanding work to
machines
 Transformation of the role of humans
towards monitoring of machines
The data wizards
> Development of key qualifications in the fields of
combination, analysis and interpretation of data
> Dissolution of hypothesis-based data analysis
by Big Data - "end of theory"
Non-linear thinking as a
human domain
> Automation of work limited to non-
creative activities

In the digital world of work new forms of work, forms of
cooperation and skills are needed
Working in the digital network economy (2/2)
Self-management as
core qualification
> Assembly of micro-orders according
to needs and abilities of workers
Consolidation of
creative and producing work
> Direct implementation of creative and
intellectual work through e.g. 3D printers
Digital inclusion
> Integration of previously
unavailable social groups
into the labor market
Strengthening of personal
services
> Appreciation of activities with
immediate human interaction
> Amplification of pressure for efficiency
on
standardized and anonymous processes
„Wonder childs"
> Enabling new career paths through
changed requirements profiles for
managers and leaders
> Increased importance of technical skills in
the recruiting process

This results in new management approaches and organizational
forms
Digital leadership and organization (1/2)
Challenge latte
macchiato workplace
> Flexibility of workplaces
> Physical offices as temporary
anchor points for human interaction
and networking
Leadership over a
distance
> Shift from control to motivation
culture
> Building personal commitment
through technical channels as
an additional challenge to the
management
Bread and games
> Integration of gamification
principles into standard IT
applications
Explore while exploiting
> Acceleration of the
transformation of existing
business models due to
shortened innovation cycles
> Amplification of pressure for
efficiency on existing core
business

Job-hopping und cherry-picking
as new challenges for HR
> Dissolving the link between
employer and employee
> Complicating systematic personnel development
Matching by click
> Matching of employees through digital profiles
> Facilitation of the matching of employees to specific tasks
Good data, bad data
> Utilization of sensors around digital work to
determine improvement potentials
> Increased conflict between the practical use
of data and
ethical considerations
This results in new management approaches and organizational
forms
Digital leadership and organization (2/2)

Six theses for human resources to master future challenges
Theses
Culture of innovation
Redeem claims for participation,
professionalize knowledge management,
use open innovation, encourage
intrapreneurship
Future work
Sovereignty over location, working hours
and breaks, result driven rather than
presence culture
Leadership
Strengthening of network and dialogue
skills, change from control to
empowerment
Labor policy
Connect time and place sovereignty with
"content sovereignty". Enable personal
interaction and breaks from digital
activities
Organization
Flat network structures, integration of
social media. Create platforms and
communities inside and outside
the company
Skills
Focus on creativity, non-linear thinking
and entrepreneurship, but simultaneously
strong ICT skills

Three key drivers are impacting HR organizations: Modern working
world, digitalization and transformation
Key drivers for HR organizations
> Digitalization of
businesses is gaining
speed
– New qualifications and
skills of employees
– New leadership methods
of managers
> Transformation and reorganization projects are no longer rare events but are fixed component of
daily business
> HR needs to provide the right competencies, solutions and instruments for a continuous change
process
> Generation "Z" ('95-
2010) enters the labor
market in the upcoming
years
> Generation "Z" places
high demands on their
employer regarding work
content and ways of
working; at the same time
they feel much less
bound to their employer
HR
strategy
TalentLeader-
ship
Change
Culture
and
engage
- ment
Strategic
personne
l planning

Six HR capabilities show an urgent need for improvement as
aspired maturity is high but current ability comparably low
Six HR capabilities
Talent Management
Change Management
Strategic workforce
planning
Leadership
Culture &
engagement
Digitalization – HR services &
systems
Low High
LowHigh
Compensation
& benefits
HR &
people
strategy
Employer
Branding
Recruiting
Performance
Managemen
t
Learning &
Development
Labor
relations
Leadershi
p
Change
Managemen
t
HR
Business
Partnering
Strategic workforce
planning
Talent
Management
Digitalization – HR
services &
systems
Culture &
engagement
Diversity
& Inclusion
Current
ability
Aspired maturity

Talent and change management as well as strategic workforce
planning are the top 3 concerns for HR executives
Top 3 Concerns
> Specific requirements on
qualification
> International competition for
talents
> High expectations of the
Millennial generation
> Increasingly more difficult
talent acquisition
Talent
Management
Change
Management
Strategic workforce
planning
Situation &
challenges
Strategies
> Change in the work
environment (digitalization,
industry 4.0)
> Necessary acquisition of
Change Management
competences in the
organization and HR function
> Specific qualification profiles
> Demographic change
> Talent shortage
> Need for strategic personnel
planning & analysis and
acquisition of appropriate skills
> Coverage of the entire
employee life cycle
> Introduction of strategic
succession management
> Focus of talent acquisition
strategy towards
"active sourcing"
> Implementation of "Centers of
Excellence"
> Promotion of interdisciplinary
and HR-external skills
> Introduction of change
management as a continuous
support function
> Enhanced cooperation with
other departments to share
resources
> Use of separate teams for
analysis, planning and "People
Analytics"

Leadership (skills), corporate culture & employee engagement
as well as the digitalization of HR are also key challenges
Key challenges
> Changed collaboration in a
virtualized work environment
> Empowerment of executives
to enable change
(Leadership 4.0)
Leadership
Culture &
engagement
Digitalization –
HR services & systems
> Identification of a relevant
management model and
transfer of model implications
into specific HR measures
> Evaluation of leadership
quality through regular
employee feedback
> Shift of balance of power from
employer to employee
> Building a strong
organizational culture that
fosters employee participation
and motivation
> Definition of transformation
targets in a holistic change
roadmap
> Introduction of programs to
mobilize the organization
> Increase in cloud and app-
based solutions and interactive
real-time dashboards
> Implementation of HR tools and
systems tailored to the needs of
the employee
> Implementation of tools for
evaluating employee
engagement and feedback,
individual learning and ensuring
a healthy work-life balance
Situation &
challenges
Strategies

Trends in HR2
Introduction1
Agenda
Organizing new HR6

Leadership development and employee engagement are the key HR
trends in Europe, given the current challenges faced in terms of demographic
shifts and talent shortages
Key HR Trends Europe
Global HR
Trends and
Challenges
European
HR Trends
and
Challenges
Key sectors -
Challenges
Global HR Challenges Global HR Trends
 Globally, the key factors resulting in challenges for the HR are:
- Demographic shift
- Technology Shift
- Globalization
- Social, political and regulatory shifts
 Though some of these factors pose challenges to the HR in
Europe, the current economic scenario poses are major
challenge in terms of cost and productivity
- Pressure on cost reduction
- Managing productivity and profitability
- Demographic shifts
- Talent Shortage
Europe HR Challenges Europe HR Trends
0 10 20 30 40 50 60
Training
Workforce planning/talent…
Engagement/retention
Leadership development
Performance management
0 10 20 30 40 50 60
Leadership development
Engagement/retention
Performance management
Succession planning
Workforce planning…
HR
Challenges
& Trends
 Decreasing STEM
graduates
 Ageing workforce
 Employee turnover
 Shortage of workforce
 Retaining and recruiting top
talent
 Incorporating
regulatory changes
 Digital skill gaps
 Employee turnover
Manufacturing Retail Financial Services TelecomSectors

Driven by changing business demands and enabled by digitalization
the operating model of HR needs to change
Operational HR design trends
HR
Organizational
challenges
 Locally based while supporting a global organization
 Lowering cost and improving added value
 Being data driven and employee focused
 Partner of the business while being ahead of business
 Providing standardizedservices and personal service
 Enabling digital transformation while going though digital
transformation
The HR
business
partner role
HR business partners on
all levels in organization
No HR business partners
Functional
expertise
Center of expertise on
every HR area
New CoE’s
Commodity
activities
Own shared service
centers
Digital
 Focus on centralization of commodity HR activities
 Moving from outsourcing to Self-service for all
standardizedtransactional processes to reach the
‘digital’ stage
 Automation of the HRBP operationalrole
 Based on analytics CoE’s develop new policies and
tools and advice the business managers directly
 Developmentfrom HR specialists focused on
functional areas to combined centers of expertise
with other functional areas (e.g. finance) focused
on situations (e.g. mergers and acquisitions)
Organizational trends

Digital is paving it’s way in Talent Acquisition, Organization
Development, Engagement and Operations which are the major cornerstones
of a successful HR foundation
Key digital trends across all HR functions
 Hiring Strategy
 Campus Relationship
 Channel Management
 Branding
 Vendor Management
 New Hire Touch Point
 Training
 Performance Management
 Career Development
 Leadership Development
 Communication
 Energizing Fun
 Employee Development
 Coaching Employees
 Retention Programs
 Compensation
Management
 R&R Programs
 C & B Implémentation
 Increase in usage of
technology as a means of
marketing
 Integrated search and use of
talent networks to enhance
candidate sourcing
 Advent of mobile
technology and app based
products enabling talent
acquisition
 Use of micro sites and
videos to enhance
candidate experience
 Increase in investment
towards SaaS in HR
 Shift in HR from operational
to strategic function through
embedded analytics
 Influx of mobile and
decentralized employees
 Use of social media to
measure employee
influence
 Increasing use of
gamification in leadership
development
 Shift towards “facilitated
talent mobility strategy”
 Using Accelerated Learning
Methodologies in Training
 Shift from training to
integrated capability
development
TrendsHRPillars
Talent Acquisition Compensation & BenefitsEngagementsTalent Management

Trends in HR2
Introduction1
Agenda
Organizing new HR6

Digital HR enables organizations in reaching their vision to deliver
a digital organization and connectivity on a global scale
Focus on
Digital
Global
 Business is a global ecosystem and
the organization uses scale to create
synergies
Local
 All Business is Local oriented:
Customers, Brands, Services and
regulatory & commercial
environments.
Connecting
 The organization connects people to
people, people to communities, and
people to information.
Empower
 They empower their people through
the existing business model
Key questions to answer
Typical Vision & Current Digital Transformations
questions at organizations
 The organization believes that Digital
can deliver significant benefits to their
organization
How to enforce the organization with HR to setup a
digital culture- and management style that
drives the digital transformation
How to attract, retain and grow digital talent on a
global scale
How to make HR a digital best practice case for
the organization showing the cost efficiency-
and employee benefits that it can bring

HR needs to become digital to attract, retain and engage talent in a
digital world
- Job seekers are increasingly using digital channels and
devices to search for jobs.
- An organization’s presence across digital channels has a
strong impact on job seeker preferences
- Crowd sourcing enhances the accuracy of performance
assessments by offering richer insights into an employee’s
performance, which in turn enables a fairer appraisal
Digital enablers for HR
- Digital technologies help organizations close the talent gap
faster
- Digital technologies enhances the efficiency of recruitment
processes
- There is a strong need for organizations to overhaul existing
performance management processes and align them more
closely with employee aspirations and entitlements. Since
45% of HR leaders believe annual performance reviews are
not an accurate appraisal of an employee’s work
- A strong employer brand plays a critical role in attracting
and retainingtalent in a competitive marketplace
- Critical leadership skills among the employees need to be
build internally to retain the high performers
- Gamification boosts employee learning and development
to successfully build critical leadership skills among its
employees
Digital HR challenges
- Companies have to compete for the best talent with new
Employer brand categories of players
- The talent war is manifest across the entire organization
Recruitment
Performance
management
Learning &
development

Creating value with digital HR is based on several elements that
collectively determines the success of the organization enabled by analytics
Our Vision on Digital Organizations
Leadership & culture
 What is the impact of digital transformation on
leadership style and corporate culture
 What elements should be strengthened , and how
do you ensure that this is translated into concrete
working arrangements ?
Operating Model
 What is the HR Digital service portfolio that you
are delivering to the internal customers
 How do you organize around the digital service
portfolio including the supporting IT architecture
 How to optimize synergies but retain focus?
HR Standardization & Digitalization
• HR should move towards standardization and
digitalization in the functional, low value adding
areas in order to become a more strategic
business partner
Competences
• Does the organization have access to all necessary
digital skills and competencies concerning mobile,
analytics , and social creation?
• What kind of skills are you going to source or
outsource
HR analytics
Necessary elements for effective digital
HR enabled by analytics

Successful digital organizations are able to organize the right
mobile, social , creative and analytics skills
Competences
 Realizing the
organizations’ digital
ambitions requires
specific digital
competences concerning
mobile, social , creative
and analytics
 What competencies are
already in the house, which
to develop or what to buy or
hire ?
 Which types of
collaboration or
cooperation are
interesting?
 What does this mean for
the HR strategy?
Technical Talent
Strong Understanding
of Business Drivers
Knowledge of
Technical
Underpinnings
Business
Professiona
l
Creative
Analytics Social
Mobile
Clust
ers
Mobile
Social
Creative
Analyticss
Platform / UI design , technical knowledge, application development , cloud services and information security Brand
strategy , social and community management , online etiquette and customer service and PR
Art direction , multi-channel design , copyright management, digital asset management
Collect , analyze and interpret large amounts of data
“55% of Digital transformations fail due to lack of proper exertise” –
MIT
With our Digital competence analysis we map missing digital skills in a short time

An optimal organizational structure represents the digital vision and
ambition of the organization
Operating
model
 The top-level
organizational structure
should be a derivative of
the online ambitions and
goals
 Based on the current and
desired situation , we
determine the optimal
transition path , including
any intermediate forms
 Next we detail the
different functional areas
and roles based on the
current organization and
digital competences
“digital is just a
new channel”
“Digital is an integral part
of the business”
“the business is driven
by digital”
Digital as seperate
department
Digital as
expertise
Digital as strategic
capability
“Organize the team in the department that is experiencing the greatest impact of the
digital transformation”
We have best practices that we use to accelerate the choice of organization

The transition to digital asks for a different type of leadership and
culture in order to be successful
Leadership & Culture
 Digital Successful
organizations are
distinguishedby a high degree
of open collaboration and
breaking with traditional
hierarchical management
models and an obsession with
the customer
 How to get and keep the right
people on board?
 How to create a sense of need
for change ?
 How do you increase the rate
of change ?
Digital Culture
elements
 Collaborative
 Team player
 Agile
 Authentic
 Open
 Creative
 Innovative
 Expressive
CULTURE – is about values, attitudes, beliefs and behaviors that will help individuals
perform as a group toward acceptance of the Digital Transformation
Digitale Leadership competences
 Enabler of autonomy
 Agile decision maker
 Connecting entrepreneur
 Cultural aligner
 Digital explorer
 Innovative engager
 Leader example
Customers
enter the heart
of the
organization
Greater
reputational
risk
Digital is
personal
Betterdecision
making on big
data
Digital causes
all at once
Way of
working
is changing
From owning
to sharing
Digital is
always new
“77 % of digital transformations fail due to lack of a proper culture”- MIT
Key digital trends
We use our leadership competency framework in the design of the new way of working

HR is moving towards standardization and digitalization in the
functional, low value adding areas in order to become a more strategic
business partner
HR Process simplification
 Customer focus via integrated
Business Partners
 Functional and operational HR
processes and policies are
standardized
 Outsourced Payroll
 One Cloud solution to support
the manager in his People
Management activities and to
support analytics
 Maximum use of self service
 Use of mobile and social
apps to support data entry at
the source
 Expertise clustering around
business themes and not
HR themes
“standardize and digitalize the low value adding
areas”
Opportunities for the organization
• Business driven (voice of costumer) definition of HR processes
• Define clear accountability and KPI’s for end-to-end processes that distinguish between
cost and value driven
• Standardize processes for transactional work using re-usable process building blocks
• Drive self-service by defining integrated functional requirements via customer use-cases
• Define a agile HR organization build around key processes follow business changes
With our HR operating model framework and HR best-practice toolbox we will guide the design of the
future proof HR organization

Data Analytics and predictive modelling can add significant value to
existing HR data and improve the company’s strategic advantage.
Our Vision on Digital HR
HR data analytics
 HR data analytics is an
evidence-based approach to
smarter decision making by
tracking past employee
activities to predict future
outcomes.
 It’s the application of
sophisticated data acquisition
and business analytics
techniques to HR data with an
aim of correlating business
data and people data
 HR is known to all too
frequently rely on trust and
relationships instead of data
to support it.
Can you imagine all people decisions taken at your organization are based upon HR
analytics?
Data driven strategies will become an increasingly important point of competitive
differentiation.
HR Analytics Maturity Model
Companies are shifting towards predictive and prescriptive analytics to gain foresights on their HR areas…
Level 1 Level 2 Level 3 Level 4
Reporting
analytics
Inferential
analytics
Traditional HR Analytics
Predictive
analytics
Prescriptive
analytics
Present focus
… but our experience reveals three root causes why it’s challenging to pave the way and make
more value from HR Analytics.
HR Analytics initiatives not
linked to corporate strategy
Analytic skills & information
management not in place
Technology is a driver, but
also a burden
1 2 3
 More accurate and impactful input for people decision making on board
level
 More business relevant HR interventions
 Performance improvement of HR function
 Connect on a personal level to understand what people really care about

Financial and Service quality benefits can be realized when Digital
HR is implemented correctly
Digital HR Benefits
Benefits
 Since showcasing financial
benefits is crucial for gaining
key stakeholder buy-in it is
important to identify and
quantify all key costs and
benefits of the Digital HR
transformation
 Qualitative benefits are
equally important in gaining
buy-in and support, these
benefits should be
documented and referenced
throughout the entire Digital
HR transformation
“Quantitative & Qualitative outcomes is an area frequently scrutinized in the HR space, however
HR Transformations have clear and measurable value add for organizations ”- MIT
Financial benefits
 Consolidation of technologies
 Legal Cost Reduction
 Indirect savings from process
improvements
 HR Headcount reduction
 HR Salary Reduction
 Outsourcing
 External Spend consolidation
Service Quality Benefits
 Enhanced HR impact on the Business
 Lower cost and more effective service delivery model
 Capability for global people management
 Effective use of digital tools and streamlined technology
With our proven approach we will track the benefits during the transformation

The what and how of Digital HR are essential elements to
establish a modern HR strategy
The what and how of Digital HR
Manage HR
by customer
experience
Set & adjust
digital HR
strategy
Maximize
HRIS
returns
Build an HR innovation culture
The WHAT of Digital HR
The HOW of Digital HR

A modern HR strategy should focus on clear digital HR priorities,
enhancing experiences, build skills and analyze workforces
Digital HR Priorities
Agile Service Design
Customer Experience
of HR (CxHR)
Customer Experience
Management
Application & Machine
Intelligence
Effective HR Function
+ Engagement
+ HR Efficiency
Networks and Collaboration
Skill-based Organization
of Work
Skill Management
Network Leadership
Agile Organization
+ Work Productivity
Descriptive Analytics
Workforce Analytics
Workforce Planning
Predictive Analytics
Better People Decisions
+ Talent Outcomes

The HR innovation culture is the basis for the execution of
the digital HR strategy
Building an HR Innovation Culture
HR specialists & compliance
guardians
Traditional
Elements
HR operations & talent
management
Automation drivers
Cost & engagement
Behavior
HR specialists
Cross-functional innovators
Innovation
Enhancements
Design thinking & analytics
Innovation anchors
CxHR & organization agility
Like-minded digital innovators
Skills
Tools
KPIs
Community

A digital HR company should partner up with many tech startups and
established firms to leverage knowledge and services
The HR Tech market map

The employee experience should follow clear HR end -to-end
processes
End-to-End employee experience

Trends in HR2
Introduction1
Agenda
Organizing new HR6

The Digital Workplace is at the heart of every digital transformation, making
the way we work and interact with colleagues more independent and flexible
The digital Workspace defines a new way of working
The digitalization of the workplace leads to a new definition
of work:
 Work is independent of location and collaboration is
possible all over the world
 Working hours can be flexible and are no longer limited
to a specific time frame
 Work is measured by performance and no longer by
presence
 Work becomes more and more satisfying through
increased automatization
Digital Working
The interconnected ecosystem of physical and digital workplace solutions results in a new way of working. The evolved digital working culture influences an innovative
approach how employees are thinking and working more efficiently and effectively.
Digital Workplace

Digital workplace strategies have to address these changing
expectations and needs originating from a diverse set of stakeholders
Stakeholder requirements
MOBILITYTECHNOLOGY CHANGE MANAGEMENT NEW WAY OF WORKING
 Want to be perceived as a
provider of powerful digital
solutions rather than as an
inhibitor
 Is often trapped in old silo
structures that provide
solutions and are often
bypassed by so-called "shadow
IT"
 Must be able to manage all
devices and systems and
guarantee (data) security
 Want a digital user experience
as similar as possible to the
one they are familiar with from
their private live/environment
 Claim mobility, i.e. access to
data at any time and at any
place with any devices
 Have high expectations of
digital resources when deciding
on a job
 Want to increase job
satisfaction and improve
working conditions
 Strive to improve cooperation
between colleagues and
partners, both for "business as
usual" activities and projects
 Promises to increase efficiency
through better support of
business processes and agile
working methods
 Hopes for better knowledge
management by simplifying
communication and
collaboration
 Has to support cultural
transformation through strong
change management at all
levels
IT department Employees HR Organization

From previous projects we have derived a series of characteristics
for a digital workplace of the future
Our convictions on future workplace characteristics
Cloud first
Buy, use, switch at
technology innovation pace
Highly consumerized
The personalization of the Digital
Workplace by employees must be
simple and easy
User-centric
Delivered & operated
as one solution
Fully integrated
CAPEX to OPEX shift:
pay per use model
Less costly
Embedded best in
class security standards
Less risky
Open & evolutive
Leverage AI (like Chabot)
to foster self-care/service
Automated
Adjust to business growth
& group strategies
Scalable
Implementing a digital workplace will deeply impact your IT operating model and requires to shift to a model articulated
around business service hubs, strongly integrated with the corner stone of your digital workplace: the collaboration
platform
Performance requires Cloud
to be in the DNA
Opened by design to
numerous 3rd parties

The Digital Workplace framework helps to develop a strategy that
leads beyond the Digital Workplace to a Digital Working Culture
Digital Workplace Framework
Digital Working
Catalogue of Services,
Equipment, Applications
Digital Working Toolkit and
Task Force Agent
User
Focus on
employee experience and
service quality
Focus on change management
with POCs and persona
approaches
Digital Workplace
CONSUMMERIZED
PERFORMANCE
TIME TOMARKET
INTEROPERABILITY
INDIVIDUAL EQUIPMENT COLLECTIVE EQUIPEMENT
OPERATIONS
ONLYMOBILE
MULTI PLATFORM
CONNECTED
INTERACTIVE
ENABLING
SELF-SERVICE
SELF-CARE
PAY-PER-USE
HYBRID TO FULL CLOUD
INFRASTRUCTURE
INDIVIDUALIZED
SERVICES
& APPLICATIONS
COLLABORATION
PLATFORM

Focusing on employee experience is a critical part of any digital
working transformation
Dos and Don'ts in planning the Digital Workplace
• Selecting / implementing technology in isolation
• Lack of proper understanding of how users work
• Absence of enterprise information architecture
• Senior management consider user experience as a “nice-to-have”
• Lack of balance between security requirements and ease of use
• Inadequate standards for solutions development
• Considering user perspective only through a final survey, after sending the
manual
• Not properly balancing the need for customization and tool upgradability
• Collect user inputs at the earliest stage of the project and keep them in
the loop until the end
• Prioritize needs based on use-cases illustrated with contextualized
personas, and addressing key paint points of user experience
• Involve users and stakeholders in workshops to design, build and test
solutions in short iterations transforming usages with all available enablers
• Implement ad-hoc governance with users / business representatives to
identify new opportunities for digital working transformation
Fundamental failings to avoid Secure usages transformationFundamental failings to avoid Secure usages transformation

The digitization of the workplace often goes hand in hand with a
fundamental redesign of the working environment
“New working environments" trends
 Knowledge and ideas as essential resources
 Temporary teams instead of silo departments
 Mobile instead of static workplace
 Virtual instead of physical presence
 Result orientation instead of input orientation
 Flexible instead of fixed working hours
 Work-Life-Balance instead of 9 to 5
 Knowledge management systems
 Flexible workspaces
 Mobile furniture
 Mobile communication and IT systems
 Incentive systems and control
 Working time models, culture of trust, responsibility
 Pleasant working atmosphere
Changed working environments Adjustment areas of the worlds of new working

There are many examples of Digital Workplace elements that add
value and promote a digital corporate culture
Digital-Workplace-Elements
SoftwareHardware
 Enterprise Social Network
 Collaboration in the cloud
 Communication tools (such as Skype, Google Hangouts,
Slack)
 Security and compliance
 Use own devices ("Bring-your-own device")
 Choice of devices for employees
 Wireless devices (e.g., printers)
 Interactive flat screens
 Flexible workspace
 Home office
 Flexible working hours
 Possibility of video conference
 Open Office Space
 Bar tables
 Digital elements (e.g., game console)
 Green Office: Modern and sustainable design
Office design Flexible working

Office 365 enables benefiting from various applications, including
engineering related ones, within the same and familiar work environment
Office365 as corner stone of your digital workplace
Core components suit
Teamproductivity
IT toolkit (IT for IT, development tools)
Engineering / Production (ERP, GPAO, GMAO, CAO, PLM…)
Intranet
Diagram, brainstorming
Integration
withDrive
Docs
integration
Integration with Drive
Automate user
provisioning withHR
SaaSIS
Seamless integrationwith
Outlook, OneDrive, and
Sharepoint
Integration with
Excel
Confluence
PLMsolution
SaaS
ERP
Digital
whiteboard
Functions / Business solutions (HR, Sales,Marketing…)
Ideation, notes
taking
Project Gantt, Kanban…

For transformative digitization, we have a wide range of
tried-and-tested instruments that we use for specific clients and topics
Overview of our Change-Management-Instruments
Employee range of coverage
Nature of Communication
moderating
controlling
highlow medium
Team event
Notice board
Company magazine
Newsletter
Image brochures
Telephone conference
Info fair / road show Poster
Testimonial
Newsletter
Intranet portal
Web site
Live Meeting
Video conference
Vod- / Podcast
Online FAQ
RSS feed
Employee award
Employee gift
Success story
Comic strip
Corporate strategic planning simulation
Vision visualization
Image film
Serious games
Online voting
Project mailbox
Kick-off meeting
Open space
World Café
Project workshop
Large group workshops (ASE)
Brown paper session
Trend indicator
Management guidelines
Transformation mapPresentation
Management walkthrough
Executive dinner
Employee discussion
Mission statement
CEO online journal
Prezi
Classic Tools
Digital Tools
Business TV
Video
Guidelines / handbook
Focus interview
Wiki
Corporate
social network
Management blog
Online discussion forum
Management Twitter
“One question to…”
E2.0 Tools
E-handbook
Information kit
Competition / contest
Telephone hotline

Trends in HR2
Introduction1
Agenda
Organizing new HR6

For the development of a clear Digital Workplace target picture we
focus on user scenarios and validate POCs with continuous involvement of
future users
Our approach 1/2
 Setup of project structure and
identification of stakeholders
 Definition of strategic guidelines
 High-level assessment of workplace IT
applications, Workplace IT
infrastructure and Workplace
organization based on existing
documents incl. organization, processes,
costs, applications, data center, network,
security and devices
 Conduction of focus interview with
relevant stakeholders
 Validation of existing business and IT
requirements
 Development of personas based on
business and IT requirements
 Conduction of user scenario
workshops to identify the needs of each
user groups
 Iterative development of the POCs, with
continuous involvement of user
groups
 Evaluation and alignment of target
pictures for Workplace Architecture,
Security and Compliance, Target
Operating Model, Cloud Deployment,
Financial Impact, Business Change Mgmt
 Identification and prioritization
of measures to achieve desired
target pictures
 Cost and benefit calculation for
measures and scenarios (high-
level business cases)
 Planning of transformation
roadmap for prioritized
measures
 Alignment of transformation
roadmap with stakeholders
 Creation of decision document
Quick Assessment
(2 weeks)
Target Picture
(8 weeks)
Implementation
(tbd, not in scope)
I II
 Refine deployment strategy
 Implementation and
integration of cloud services
 Data migration
 Setup of test pilot
 Initiate admin and end user
training
 Deployment of new digital
workplace components
 Provisioning early-life support
 Conduction of knowledge
transfer to support teams
Change ManagementIV
 Aligned project plan
 High-level overview of current Workplace
IT applications, Workplace IT
infrastructure and Workplace organization
 Validated requirements
 User-specific personas
 Aligned user scenarios
 Validated POCs
 Aligned target pictures
 High-level business case
 Comprehensive transformation
roadmap
 Decision document
Activities
 Implementation of Digital
Workplace
 Admin and end user training
 Documentation
 Go Live
Roadmap
(4 weeks)
III

A comprehensive change management and ensuring a high digital
adoption is key for a successful Digital Workplace transformation
Our approach 2/2
Assessment Concept and Planning Implementation
Quick Assessment
(2 weeks)
Target Picture
(8 weeks)
Implementation
(tbd, not in scope)
I II
Change ManagementIV
Roadmap
(4 weeks)
III
Deliverables
 Tool implementation:
 Chatbots
 Gamification
 Conducted training
 Overview of current communication channels
and training needs
 Current user journey
 Initial assessment of digital readiness
(optional)
 Comprehensive change management concept
 User-specific training concept
 Aligned communication plan
 Digital adoption strategy and user-specific experience roadmap
(optional)
 Development of a change management concept (incl. training
plan)
 Development of user-specific communication plan to address the
different users with the most effective tool
 Conduction of user-specific
trainings by segments to give the
opportunity to explore the new
digital workplace
 Roll-out of communication plan
 Implementation of communication
tools (e.g. gamification, chatbots
etc.)
 Assessment of current communication
channels
 Assessment of current user experience
 Identification of training needs
 Identification of employees “Digital
Readiness” to adopt the new digital workplace
 Development of adoption strategy incl. identification of adoption tools
and conduction of pilots
 Development of user-specific experience roadmap planning every
interaction (gamification and ITSM automation, e.g. chatbots etc.)
Optional
Activities

We start the project with a Quick Assessment to get to know
the client and your way of working
Quick Assessment
 Aligned project plan
 High-level overview of current Workplace IT applications, Workplace IT
infrastructure and Workplace organization
To get to know the IT landscape of client, to identify problems and to set the project scope
 Setup of project structure and identification of stakeholders
 Definition of strategic guidelines
 High-level assessment of Workplace IT applications, Workplace IT
infrastructure and Workplace organization based on existing documents incl.
organization, processes, costs, applications, data center, network, security and
devices
 Identify the major sourcing opportunities
 Conduction of focus interview with relevant stakeholders
DELIVERABLESAPPROACH
GOAL

The Quick Assessment includes the usage of methodologies to
analyze the internal maturity level and to leverage external perspectives
Quick Assessment: Methods of the analysis phase
 Identification of relevant best practices of comparable workplace
transformations and current studies
 Summary of digital workplace strategies, concepts, governance
models and sourcing approaches
 Evaluation of the optimization potential for client
Best-Practice Benchmarks
 Identification of relevant internal documents
 Analysis of existing documents and plans
 Summary of relevant topics and contents. One focus here is
information on creating the personas and any existing use cases
 Design a questionnaire to clarify undocumented topics for the focus
and expert interviews as well as the survey in stakeholder groups
Document analysis
 Analysis of current trends & topics in the Digital Workplace area
 Use of available trend studies
 Evaluation and prioritization of trends depending on their relevance
for client
 Consideration of trends taking into account the current situation
and the articulated ambitions
Market- & Trend analysis
 Target group: Management, project managers
 Objective: Validation of hypotheses, assessment of expectations,
existing strengths and weaknesses, process and governance
requirements, discussion of possible obstacles, discussion on key
issues
Focus- / Expert interviews

Within the target picture we develop together the client employees
a persona, user scenarios and a proof of concept
Target Picture
 Validated requirements
 User-specific personas
 Aligned user scenarios
 Validated POCs
 Aligned target pictures
Development of a balanced and feasible target picture which will be supported by a proof of
concept
 Validation of existing business and IT requirements
 Development of personas based on business and IT requirements
 Conduction of user scenario workshops to identify the needs of each user
groups
 Iterative development of the POCs, with continuous involvement of user
groups
 Evaluation and alignment of target pictures for Workplace Architecture,
Security and Compliance, Target Operating Model, Cloud Deployment, Financial
Impact, Business Change Management
GOAL

For the conception of an aligned target picture the creation of
personas, the facilitation of interactive workshops and proof of concepts are
needed
Target Picture: Creation of Scenarios and the POC
Target Picture: Creation of Scenarios and the POC
 The POC development follows an integrative approach to deliver hands-
on prototypes based on the aligned target pictures to gain immediate user
feedback
 Iterative development of the POCs, with continuous involvement of
employees in development process
 POC will show where client stands today (Exchange 2010, SharePoint
etc.) and determine the discovery of which steps needs to take place in
order to transform from On-premise to the Digital Workspace of Tomorrow
(in this case starting with Office 365)
 POC (statement of work) results will be managed in a phased approach
 Phase 1 – Asses, Identify and document environment (“As-Is” and
“To-Be”) focused on Office 365
 Phase 2 – Implement and integrate identified/selected users and
accounts to be migrated to the Office 365 platform
 Phase 3 – Testing and Acceptance of POC landscape
Proof of conceptScenario creation
 Development of personas based on business and IT requirements
 Foundation of an employee-centered process and platform design process
PersonasPersonas
 Conduction of user scenario workshops to identify the needs of each user
groups
 Evaluation and alignment of target pictures
for Workplace Architecture, Security and
Compliance, Target Operating Model,
Cloud Deployment, Financial Impact,
Business Change management
Workshop

Based on the identified employee personas the user scenarios are
identified and located along a typical employee journey utilizing a digital
workplace
Target Picture: Example – Holistic view of an employee journey
 Seamless Digital  Valuable Future-ready  Flexible  Engaging Simple
Screen
client Daily
News Feed
while brushing
teeth
Watch Ted Talk about
Digital Leadership while
your lasagne is in the
oven. Share it with your
colleagues on your
digital team-wall.
Review and
confirm minutes
of last mornings
meeting on
OneNote.
Receive an upgrade on
your virtual avatar.
Send inquiry for
best practices to my
global expert
community.
Communication
& Engagement
Knowledge &
Co-Creation
Technology &
Workplace
Culture &
Collaboration
Watch
message form
your CEO on
video
portal while
waiting for the
bus.
Gamification
Send message to IT
and receive real-
time customer
support.
Receive my boss
approval as
smartphone
notification.
Receive perfect fitting
best practice from
Indian colleague via
OneDrive.
Submit my request for
holidays via the One
client App.
Upload pictures
of conference
rooms on
my team
SharePoint.
Apply new
automated role to let
outlook sort and archive
my emails based on key
words (save time in the
future: check). 4 star points for learning
new role in outlook
Receive notification
about new selfie-
functionality within
Skype, test it and share
it with my team on
yammer.
3 star points for testing
new functionalities
4 star points
for finalised training
Review and adjust
performance dashboards
of my employees and
submit 360° feedback via
One client.
Receive task assignment
from my boss via
office work
management to
collect “best practices for
online learning tools”.
Submit conference room
theme ideas for new
Learning Summit event on
your Microsoft Team
Workplace
and get your colleagues to
vote on it.
Conduct new “On-the-
Go”-Training regarding
roles and functionalities
of Outlook while walking
back to the office from lunch
with a good
friend who works in our
shared office building.
Participate in an
virtual meeting
with German
colleagues to align the
agenda for the next
Learning Summit and
conduct presentation
dryrun.

For the creation of the target picture we focus on all relevant
dimensions
Target Picture: Dimensions
 Development of a Target Operating
Model based on a best practice solution
of processes, roles, organization, and
governance
 Transformation to Multi-Speed IT and
DevOps and Agile Organization
 Definition of different deployment models
including advantages and disadvantages
 Comparison of providers based on
customer-specific criteria
 Recommendations for the provider
selection
 Development of a detailed Security
Reference Model
 Development of a Security
Transformation Roadmap
 Analysis of impact on business financials
and accounting
 Investment requirements for new
technologies
 Preparation of a high-level business case
 Development of the detailed Workplace
Architecture based on present and
future requirements of the organization
Target Operating Model
Financial Impact Analysis
Deployment Model
Workplace Architecture
Security and Compliance
Business Change Management
 Identification of necessary organizational
changes regarding leadership, governance,
culture, etc.
 Development of communication strategy to
align all stakeholders with the Cloud strategy
 Proven Change Management Framework

Part of creating our target picture is the development of an
integrated workplace architecture
Target Picture: Workplace Architecture
Defining discrete value
Loosely coupled
and highly cohesive
Re-use and integrated
Clear service level definition and
management
Virtualization
Based on
pervasive standards
Privatehybrid
cloud
Workplace &
OA Back-end
IT services
IaaS, PaaS, SaaS
Business Apps
Office
365
AWS
Radan 6
Box
Salesforce.com
MS
Azure
Public Cloud/SaaS
Service orchestration
SAP Oracle
Fusion
Service
storage …
…
Global
Bridge
Regional
Bridges
Virtual
desktop
User environment
management
Appstore
Interface
layer
Access
layer
Application integration
& business process
Service integration Service aggregation
Identify
management
service
Partner
extranet
Context
based access
control
Self service
portal
Self provisioning
portal
SE Apps
Store
Internal
External
MDM
Integration
services
Devic
es
Potential
consumer
Private consumer
Business
consumer
Business partner User
Head-quarters Fields Stores
Integrated Architecture FrameworkArchitecture principles
Servicebased
Globalhelpdeskandon-sitesupport

We develop the POC in three phases from assessment and
implementation to testing and acceptance of the POC landscape
Target Picture: Phases for the preparation of the POCs
 Site topology
familiarization
 Site prerequisites
 Deployment planning
options
 Discuss business
suitability
 Single sign on
requirements
 Discuss ROI
 Discuss licensing
 Deployment of Exchange, Lync and
SharePoint online to identified users
Local
 Exchange upgrades/ Patching to
support hybrid delivery model
 O365 account setup and delegated
administration access
 DNS data collection and administration
access/ Suitability of current provider
for O365 and transition if necessary
 Active Directory works to support
transition to O365
 Directory Synchronization
 SSO
 Define acceptance criteria
 Training
 Exchange server migration to
O365 in a hybrid configuration to
provide a staged transition to
O365
 Testing of hybrid integration –
Calendar, Free/Busy
 Testing of Remote Mailbox moves
 Outlook Web Access rollout
 SharePoint Online integration with SharePoint Server including OneDrive for Business
Phase 1 Phase 2 Phase 3
Optional

The POC development follows an integrative approach to deliver
hands-on prototypes based on the aligned target pictures to gain immediate
user feedback
Target Picture: POC development
 Assessment of user profiles and identification of
Office 365 service based on need
 Development and Programmed Management of a
rolling wave plan for migration
 Assessment, design and implementation of Office
365 connectivity for on premise infrastructure
components and readiness
 Design and delivery of co-existence during
migration
 Assessment, design and implementation of
administration roles and service rules
Access mobile
applications, web
applications, hosted
applications and
data
Use any device at
any time to access
apps and data from
anywhere
User’s doorway to
cloud services
Containerization
separates personal
applications and
data from corporate
applications and
data
Local
Virtual Desktops
Enterprise
Mobility
Published
Apps/Desktops
Dedicated
Hosted Desktops
Data/
Storage
Zone
Secure Enterprise
Containerized
Mobile
Applications
WorxSuite –
secure email,
secure web
browser
Published
corporate
applications
Published
Office
applications
Published
desktops
Data
Native
applications
Traditional
Devices
Thin Client
Laptops/
Desktops
ManagementInfrastructure
Native
applications
RoamingProfiles
Published
Applications
and Desktops
(SBC and VDI)
SaaS
applications
Service Portal WorkspaceSystems Integration
 Remediate and prepare environment to enable
customer to consume cloud services
 Implement change management
 Provision and operate Office 365 in Microsoft
datacenter
 Migrate messaging and collaboration data Provide
initial configuration of services
We have a comprehensive on-premise to
Microsoft Office 365 offering:

Currently users and teams bypass the IT department to use public
cloud based collaboration tools
Target Picture: Current collaboration tools
Collaboration transformation that
integrates People, Processes and
Technology
Current
Collaboration
OneDrive for
Business
SharePoint
Teams
Yammer
WhatsApp &
WeChat
GoogleDrive,
DropBox,
Box, iCloud,
OneDrive &
SharePoint
Facebook
Gmail
Users & teams are
bypassing the IT
departments of client
 Identify internal Business & IT Goals for Collaboration
 Identify internal Business & IT Goals for Collaboration
 Identify Security Concerns
 Identify Collaboration Tools used at client.
 Design to-be Collaboration process/technology
architecture
 Map Collaboration Transformation Activities (Enable vs
Integrate)
 Map O365 Collaboration Tools to client current
Collaboration activities
Activities

To support the successful implementation of the transformational
roadmap, a comprehensive consideration of all collaboration applications is
necessary
Target Picture: Areas of application of a collaboration platform
 Chat, Audio- & Video-Meetings: One solution for all
communication channels
 Video-Conference Rooms: Integration of existing
conference systems
 Telecommunication: Integration of existing telephone
systems, e.g. to improve the user experience with a "click-to-
call" feature
 Saving and sharing of data: Organization-wide, cloud-based
data storage increases availability and offers improved search
and archiving functions
 Project / Team Workspace: Advanced collaboration with
newsfeeds, personalized content and user-centric features
 Intranet: Needs-oriented through simplified integration of
different workflows
 Social Network: Advanced knowledge management and
community networks
 Edit documents: Collaborate on documents in real time
 E-Mail & Calendar: A single email and calendar system
Applications
Chat,
Audio &
Video
Meetings
Video
Conference
Rooms
Telecom-
munication
Saving and
sharing data
Project / Team
Workspace
Intranet
Social
Network
Edit
documents
E-Mail &
Calendar
Secure and seamless
user experience from
any device,
anywhere, anytime

A detailed roadmap supports the implementation and the
stakeholders to make the right decisions
Roadmap
 High-level business case
 Comprehensive transformation roadmap
 Decision document
Final roadmap to ensure a secure and smooth implementation of the Digital Workplace
 Identification and prioritization of measures to achieve desired target pictures
 Cost and benefit calculation for measures and scenarios (high-level business
cases)
 Planning of transformation roadmap for prioritized measures
 Alignment of transformation roadmap with stakeholders
 Creation of decision document
GOAL

All implementation measures and the prioritization for the digital
workplace transformation are outlined in a detailed roadmap
Roadmap: Digital Workplace transformation
2018 2019 2020
„client Workplace
of the Future“
Organization
Change
Management
Process TechnologyArchitecture
Identify As-is-State
Digital Workspace
Technology landscape i.e.
O365, SharePoint Online
Identify and develop
 POC
 Use Cases
Identify needed resources/skills
(e.g. support , implementers, project
manager)
Identify Business Vision / Objectives
Constantly evaluate
& identify Use cases
Build & Grow Digital
Workspace (IoT CoE)
Develop cloud strategy
foundation
Develop change management
concept (incl. training)
Implement prioritized
change measures
Comparing As-is to To-
Be-State and develop
Digital Architecture
Foundation
Develop Digital Strategy Outline
EXAMPLE

Engaging people’s minds and hearts is key for a successful
workplace transformation
Change Management
 Overview of current communication channels and training needs
 Current user journey
 Initial assessment of digital readiness (optional)
 Comprehensive change management concept
 User-specific training concept
 Aligned communication plan
 Digital adoption strategy and user-specific experience roadmap (optional)
To integrate the employees with minds and heart into the digital workplace transformation, so
that the project will be positively accepted by everyone
 Assessment of current communication channels
 Assessment of current user experience
 Identification of training needs
 Identification of employees “Digital Readiness” to adopt the new digital
workplace (optional)
 Development of a change management concept (incl. training plan)
 Development of user-specific communication plan to address the different users
with the most effective tool
 Development of user-specific experience roadmap planning every interaction
(gamification and ITSM automation, e.g. chatbots etc.) (optional)
GOAL

Our Change Management Framework provides a structure to
support the people dimension of client’s digital workplace journey
Business Change Management: Framework
Levers Fields of action for change management
 Develop and communicate a compelling overall change story for the
transformation to Cloud that creates a sense of urgency for the change
 Create a standardized approach and develop a toolset to support the
project rollout
Change Vision
& People
Strategy
 Ensure leadership support by enabling the leaders to guide their teams
through the changes and equipping them with necessary methods and tools
Leadership
Commitment &
Engagement
 Create transparency on process changes due to Cloud and change impacts
on different target groups
 Develop a transition plan to support adoption of new processes
 Monitor progress of change to actively manage barriers and mitigate risks
Organization &
Alignment
 Make reasons for the transformation tangible and understandable for all
stakeholders
 Develop a communication plan, foster an ongoing exchange on desired
target picture
Stakeholder
Mobilization
Capability
Development
 Identify required skills to work according to the new cloud-based system
and new processes
 Enable employees to perform in a changed environment
Change
Sustainability
 Establish a support network to facilitate the transition and prepare the hand
over to the line organization
 Develop capabilities to sustain the changes beyond the implementation
phase
Cultural
Development
 Assess the cultural as-is status and take according actions in order to
obtain a new cultural environment that facilitates the ongoing change
Change
Framework
Change Vision &
People Strategy
Leadership
Commitment &
Engagement
Stakeholder
Mobilization
Organization & Process
Alignment
Capability
Development
Cultural
Develop-
ment
Change
Sustainability

Change management significantly influences the motivation
level and is a central success factor
Change Management: Roadmap
 Communication of messages that do not overlap or contradict each other
 Generating and maintaining the attractiveness of the program for the affected employees
 Anchoring new tasks in the daily work of the line staff
Conceptualization
„ On paper, the analysis and concept look
good!”
„ I am curious whether
the implementation
will be sustainable this
time”
„ How do we convince and involve our
employees?”
Start ImplementationPilotization
Initial
euphoria
Promising
concepts
Sceptical
organization
First
achievements
Sustainable anchoring in
the field
Reality
shock
Continuous learning/
Gathering experience
-
Motivation
+
Major challenges

We identified and extracted proven and successful Change
Management tools based on similar Digital Workplace Projects
Change Management: Best Practice Instruments
Magazines
Live Session and Video
Testimonials
Benefits of ESN for Project and
Change Mgmt.
Brochures
Newsletter
CEO Interview
E-Learnings and Web
ConferencingUser manual
Posters
Eents
Change Management
Instruments
Live Session and
Video Testimonials
Benefits of ESN for Project
and Change Mgmt.
Brochures
Best Practice
Awards
Events
NewsletterE-Learnings and Web
Conferencing
MagazinesUser manual
Best Practice
Awards
Posters Short Videos
IntranetCEO Interview
Change Management
Instruments
Live Session and
Video Testimonials
Benefits of ESN for Project
and Change Mgmt.
Brochures
Best Practice
Awards
Events
NewsletterE-Learnings and Web
Conferencing
MagazinesUser manual
Posters Short Videos
IntranetCEO Interview

In addition, with the digital adoption we can support change
management with helpdesk automatization and gamification
Digital Adoption framework
Assure High
End-User
Adoption
Drive
Engagement
Reduce
Change
Reluctance
Educate
Build Positive
Image
Promote
Innovation
Helpdesk automatization: The usage of
AI and chatbots to automate the helpdesk
demonstrate the employees that
innovative solutions are used by client
Promote Innovation
Gamification: Increases the end-user
adoption by playful motivation
Helpdesk Automatization: Increase the
satisfaction through faster and high
quality responses
Assure High End-User Adoption
Gamification: Builds playful trust to the
employees
Helpdesk automatization: Supports the
positive image of the change by helping
the employees fast, reliable and in good
quality
Build Positive Image
Gamification: Offers a chance to easily
track, communicate, and reward
teammates no matter where they work
Drive Engagement
Gamification: Use game mechanics to
engage employees, develop skills and
drive innovations
Education
Gamification: Helps the employees to
get used to the new working environment
in a playful way
Reduce Change Reluctance

X
Changing HR organization model
Strategy
Culture
Regulations Workforce
Complexity Size
HR
Operating
Model
Models tailored according to
business dimensions
Lean HR Model
Large but lean;
cost-effective
Little change/volatility
Homogenous workforce
Professional Services Model
Talent powered
Value driven
Project-based HR work
Federated /Decentralized Model
Fast changing businesses
Emerging markets
Speed more important than scale
Emerging models
Just-in-Time HR Model
Volatile business environments
Highly diverse workforce
Talent powered

Agility, customer intimacy and optimization are the primary drivers
to build the future HR organization
Business factors driving new ways of organizing HR
Optimization
Customer
Intimacy
Agility
PrimaryDriversfortheHROrganization
Definition Examples of Initiatives
Businesses seeking improvements
which can be measured with
certainty and operational excellence
• Cost management
• Continuous improvement
• Operational excellence
Organizations with heterogeneous
employee populations with different
needs and preferences
• Multinationals with different types
of businesses and geographic /
business unit focused initiatives
• Rapid changes in business models
• Rapid growth in emerging markets
• Market acquisitions
Organizations facing constant
volatility demands constant change
in talent management practices

Based on the primary drivers the future HR organization can
adapt to emerging or even innovative organizational forms
New ways of organizing HR
Commonly Accepted Emerging New Innovations
through Digital
Traditional
BP/COE
Model
Lean HR
Model
No HR
Federated/
Decentralized
Model
Talent
Segmented
Model
Crowdsourced
Model
Professional
Services
Model
Just-in-Time
HR Model
Optimization
Customer
Intimacy
Agility
PrimaryDriversfortheHROrganization

Human capital technology is rather strategic;
Process technology rather operational
Human Capital Technology vs. Process Technology

HRIS, HCM and HRMS are three distinguishable HR technology
systems
Types of HR technology systems

Digital HR I Best Practices I NuggetHub

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