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The High-Impact HR Operating Model

Familiar. Sustainable. Revolutionary.

Disruption is simultaneously impacting your business and your workforce. Organisations face increasing demands from customers, constant productivity pressure from competitors, and threats from unexpected entrants to their markets. The shifting geopolitical landscape, digitization of our daily lives, changing workforce demographics, and demands add further disruptive forces. Enterprises must quickly anticipate, adapt, maneuver, make decisions, and shift course in an agile way more than ever before to brave the never-ending disruption.


The need for HR transformation has evolved in recent years from a focus on productivity and efficiency to an emphasis on impact and strategic business partnering. Yet today, more than two out of every five companies say their HR operations still have a “weak” impact on organisational success [1]. As a result, organisations now expect HR to deliver more value in more ways. To set the talent agenda in a global Open Talent Economy. To contribute to performance and engagement. To use technology and analytics to deliver bottom-line results.

Making this all happen takes a sharp focus on three principles.

It’s about the business. Business imperatives and insights about the workforce have to guide how HR operates, not the other way around.

Nimble is key. When HR demonstrates agility and flexibility, it unlocks high business performance throughout the organization. It also sets a standard for performance in other functions.

Beyond the organisation. The importance of industry, social networks, customers, the external market, and other stakeholders must be reflected in how HR operates.

The High-Impact HR Operating Model is a new way to visualize the roles and relationships any HR organisation must understand today. It’s designed to help HR meet the growing expectations of the business, efficiently and with added value.

After all, that’s why HR exists in the first place, isn’t it?

1 High-Impact HR: Building Organizational Performance from the Ground Up, Bersin by Deloitte, July 2014

 2018 Global Human Capital Trends

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