CIOPages.com Human Resources Operating Models is a conceptual framework that addresses some possible operating models that may be suitable for a company, based on a variety of internal and external factors, as well as the strategic intent and operational considerations.
What do I get?
- A PowerPoint presentation with an overview and specific Human Resources operating models and their characteristics.
What is not included?
- There is no assessment or questionnaire to score your enterprise and bracket it into a particular operating model recommendation. (CIOPages.com professional services team can assist you in that endeavor.)
What does the Human Resources Operating Models deliverable contain?
- A discussion of the concept of operating model, their characteristics, impact and operational implications
- Specific Human Resources Operating models, their features, and constraints, and what is the appropriate situation and company profile where the operating model may be relevant.
- Suggestions on how to pick the right operating model and what factors should drive the decision.
- A brief overview of secondary types of HR operating models.
- As the CIOPages.com Human Resources Operating Models is a digital product, there are absolutely NO Returns.
- Depending on your industry, the type of Human Resources processes and practices you follow, some of the Operating Models may not be relevant to you.
- If you are a consultant or a consulting company, there is a different pricing, license, and terms.
- Sold on an as-is basis and no warranties
- This sale does not include implementation help or support. If you need professional services assistance, please contact us.
- Please review our standard terms of service.
What is an operating model?
An Operating Model bridges the gap between Strategy and Execution. It is a blueprint for how resources are organized and operated to get critical work done. lPlease click over to learn about the design principles of operating models.
The Operating Model decides:
- The shape and size of the business
- Where to draw the boundaries for each line of business?
- How people work together within and across these boundaries?
- How will business generate value?
- What norms and behaviors should be encouraged?
How should I use Human Resources Operating Model Deliverable?
- CIOPages Operating model deliverable can act as a conceptual underpinning to ponder over the appropriate operating model for your human resources function.
- The deliverable can be modified and customized to your firm’s unique needs and considerations.
- The HR Operating Models deliverable can be an integral part of the Human Resources Transformation Toolkit.
But, our Company is Unique – will it fit us?
Of course, every business is slightly different regarding how the Human Resources function operates and is structured. However, while there may be divergence at the edges, there is a lot of convergence at the core between most firms. At the end of the day, you need to prospect, recruit, hire, pay, manage and grow your employees – the differences may be in the relative emphasis on the key value streams and absence or presence of specific capabilities and competencies based on your unique needs.
Last but not the least, we don’t expect our Operating Models to fit you 100%. We expect you to take this as a straw model or a base and a springboard to achieve the level customization and specificity you desire.
What is my ROI?
The Value of Time Spent:
Typically, it takes a team of 5-7 to conceptualize and compose an Operating Model
- Human Resources Functional SMEs
- Strategy team members
Now you can multiply the average hourly cost of the team and the hours spent, and you’ll get the story.
In addition to the time spent and the associated costs of drafting routine Operating models from the blue sky approach, you also have an opportunity cost.
By having a slate of operating models to start with will allow you the luxury of spending the balance of your quality time in conceptualizing and crafting the specific and unique aspects of your company and incorporate them to influence the shape of your operating model.
Of course, let’s not forget the “Day Job” each of the SMEs (subject matter experts) could be doing.
Instead of spending countless hours stretched across weeks or months, you can have a baseline of Operating Model in a couple of sittings. That helps you expedite and accelerate the transformation efforts.