1 © Hitachi Data Systems Corporation 2016. All rights...

© Hitachi Data Systems Corporation 2016. All rights reserved.1


I.T. InfrastructureI.T. Infrastructure

Content

Information/Big Data

INFORMATION SOLUTIONS

An Snapshot of Hitachi Data Systems

Mobility Cloud

GLOBALLY COMPETITIVE

Beyond IT…IOT Social InnovationBeyond IT…IOT Social Innovation

IOT _ SOCIAL INNOVATION

GLOBAL PRESENCE

>7,700 EMPLOYEES130+ COUNTRIES

$4.0B ANNUAL REVENUE

© Hitachi Data Systems Corporation 2016. All rights reserved.3 CONFIDENTIAL – For use by Hitachi Data Systems employees and other audiences under NDA only.

1. Playbook

2. Talent

3. Impact - Operating Model

4. HRT Phases

O utline


By the N mbersBy the N mbers

0.4

© Hitachi Data Systems Corporation 2016. All rights reserved.5 CONFIDENTIAL – For use by Hitachi Data Systems employees and other audiences under NDA only.

What’s Driving the HR Transformation?Inside HDS – Forcing the Issue

Pressure to scaleCost Reduction

Manager/Employee Expectations

New Technology Opportunities

New HR Capabilities

Pressure to scaleCost Reduction

Manager/Employee Expectations

New Technology Opportunities

New HR Capabilities

Internal FunctionInternal FunctionInternal CompanyInternal Company

Growing HCM&A

New Biz ModelsTransformation

New RequirementsTalent & SkillsInvestments

Growing HCM&A

New Biz ModelsTransformation

New RequirementsTalent & SkillsInvestments

25% reduction25% reduction


One of the primary goals of our HR Transformation was to free up HR capacity to focus on high priority strategic initiatives. To drive the business strategy



epiphany

Noun 1: divine manifestation 2: revelation or insight


What If…?

Some of what we were doing wasn’t working?

Most of what we were doing wasn’t working?


Primum non nocere

FIRST DO NO HARM

Foundation for a New Theory and Practice of Medicine 1879

Avoid best practice, unnecessary process and non strategic activityAvoid best practice, unnecessary process and non strategic activity


Important to ensure you do not end up with Simply an administration, technology Or Talent Transformation, HRT needs to do all of

Important to ensure you do not end up with Simply an administration, technology Or Talent Transformation, HRT needs to do all of

It is Not Focusing on Administrative ProcessesRather on the reduction or the eliminationof Transaction Completely

It is Not Focusing on Administrative ProcessesRather on the reduction or the eliminationof Transaction Completely




No Playbook

There is no playbook, we consulted with at least a dozen different Organizations to support our transformation, each provides only part of the transformation support required.

There is no playbook, we consulted with at least a dozen different Organizations to support our transformation, each provides only part of the transformation support required.


2. Talent

Talent or lack thereof………

The BIGGEST single factor in the success or Failure of HRT

• Searching outside of HR• Creating CI Expectations• Attitude above Aptitude• Talent for Phases


Development was more Important for change, but it never provided the total answer

Development was more Important for change, but it never provided the total answer

Fresh Thinking

Fresh Thinking

AttitudeAttitude Business

Know How

Business Know How

Ability toOperate in White Space

Ability toOperate in White Space

Thick Skin

Thick SkinExpert

Expert

SPV2ASPV2A

Sticking with existing Talent can be costlySticking with existing Talent can be costly


3. Impact

Metrics

Talent

Partnership


Evolving the HR Operating Model FrameworkB

usin

ess

Str

ateg

y

Bus

ines

s R

esul

ts

Human Capital Strategy

Financial Performance

Consultative Engagement

Managing Expectations

Shared Services

HDS Business

Customers

HDS Business

Customers

Total Rewards

Employee Performance

Employee Engagement

HRBP

HR

BP

HRBPSPV2A

SPV2A

Transaction management

Vendor management

Process management

Transaction management

Vendor management

Process management

Professional Services Model

Challenger profileSPV2AInsight

Provision

Professional Services Model

Challenger profileSPV2AInsight

Provision

Analytics/Big data

Integrated program

managementSystems

integrationResource Allocation

Analytics/Big data

Integrated program

managementSystems

integrationResource Allocation


4. Three Phases of HRT

StrategyIGO

TechnologyRoles

Communication

StrategyIGO

TechnologyRoles

Communication

Engaging the Organization Leadership in Change,

Growth MindsetPreparing for what’s next

AI etc

Engaging the Organization Leadership in Change,

Growth MindsetPreparing for what’s next

AI etc

Change managementX functional integration

Data and business insightsConsulting & solution Focus

New ‘Forward’ Metrics Focus

Change managementX functional integration

Data and business insightsConsulting & solution Focus

New ‘Forward’ Metrics Focus

Internal External

Internal/External

Capacity Capability Convergence


Phase 1. Model Components

Organizational Strategy

•HRT vision and strategy•Executable plan of action•SPV2A

Organizational Strategy

•HRT vision and strategy•Executable plan of action•SPV2A

HR Roles & Processes

•HR operating model and roles & responsibilities

•Updated HR org structure

HR Roles & Processes

•HR operating model and roles & responsibilities

•Updated HR org structure

Integration & Governance

•Cross-functional integration and prioritization of the HR roadmap

Integration & Governance

•Cross-functional integration and prioritization of the HR roadmap

HR Transaction Services

•Streamlined transactional delivery costs and refocus HRBPs on high priority initiatives

•Transition of processes from HR Generalists to HRSS

HR Transaction Services

•Streamlined transactional delivery costs and refocus HRBPs on high priority initiatives

•Transition of processes from HR Generalists to HRSS

Technology Support•X-functional technology assessment

•HR technology assessment•AskHR implementation•Technology support model

Technology Support•X-functional technology assessment

•HR technology assessment•AskHR implementation•Technology support model

HR Transformation Journey

Planning HRT Phase 1 HRT Phase 2 Future State

Program Management | Communications | Change Management

The first phase of HR Transformation laid the foundational infrastructure needed to become more a efficient and effective HR organization.


Phase 2. The next iteration of our Transformation

Business Partnership,

Change Management

•Sales Transformation•MCS/MSS Deals

•Stakeholder Management

•Trusted Advisor

Business Partnership,

Change Management

•Sales Transformation•MCS/MSS Deals

•Stakeholder Management

•Trusted Advisor

Metrics, Quality & Speed of

Delivery

•Implement Program Management capability

and M&A Playbook•Leverage for all HR

related program

Metrics, Quality & Speed of

Delivery

•Implement Program Management capability

and M&A Playbook•Leverage for all HR

related program

Cross Functional Engagement

•M&A Activities•Hitachi Integration•HR Transformation

Cross Functional Engagement

•M&A Activities•Hitachi Integration•HR Transformation

Consulting & Solution Focus

•Total Rewards Assessment

•Workforce Strategy/Org Blueprints

•Performance Transformation

Consulting & Solution Focus

•Total Rewards Assessment

•Workforce Strategy/Org Blueprints

•Performance Transformation

Data & Business Insights

•Workforce Insights•Data Driven Mindset•Success Measures &

Value Impact

Data & Business Insights

•Workforce Insights•Data Driven Mindset•Success Measures &

Value Impact

Critical Thinking and Growth Mindset

This phase of HR Transformation is focused on building the key competencies, behaviors and mindset across all HR teams, in order to drive the business results

1 2 3


Finally Henry Ford said……..

If I had asked people what they wanted they would have said a faster horse’


Thank You



…to ensure we have the right leadership and strategies

…to keep HR focused on the “right” business priorities

…to deliver programs more efficiently and effectively

…to enable HR resources to do more with less

Global Functional Leadership Business-Aligned HR Priorities HR Operating Model Global HR Transaction Services

Culture of SPV2A HR Portfolio Management Standard HR Service Delivery Organizational Alignment

Strategic•

Proactive •

Value-Add•

Velocity

What SHOULD we do?

What CAN we do?

WHEN can we do it?

CULTURAL FOUNDATION

Transforming to a More Strategic Business Partner

Reshaping the HR Organization Refocusing HR Priorities Focusing on Execution Rebalancing Cost Structure

Transactional AdministrationTransactional Administration

Business Partnering

Business Partnering

Business Partnering

Business Partnering


1 2 3 4

Vision Mission Values Guiding Principles


Model Components


??

Business Partnering

Business Partnering


Reduce HRD’sIncrease Span of Control SupportReduce all transactional workDevelop Key Future Skills

PMConsultingCoachingChallenger Selling tbd

Drive SPV2AProvide InsightsDrive Functional CollaborationForward Thinking

Hire external SupportCalibrate Capacity of functionIntegrate Goal PlanningIntegrate WorkstreamsIntegrate enablement Services – HRIS, PMO, Comms

Flexible working modelConsultingSpeed and reallocation of resources

Enable

Reduce Transactions 40%Increase HRBP Program SupportHave super fast onboarding process

Enable

SPV2AStrategicProactiveVelocityValue Add

13 24

Integration & GovernanceIntegration & Governance Transactional ReductionTransactional ReductionOrganizational AlignmentOrganizational AlignmentOrganizational StrategyOrganizational Strategy

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