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The acceleration of business transformations, the evolution of organisations, business disruption, employee commitment and motivation, talent management are all challenges that need strong HR support. In addition to this, new behaviours and new digital ways of working which are ever more social, mobile and interactive call HR practices into question, especially the strategic aspects which go beyond HR administration. 

It is in this context that the HR function must transform itself; reviewing HR strategy, policies and processes, organisation and talent management, whilst making the most of digital tools available (HR analytics, RPA, HR SaaS) to support the changes. 

The transformation of an HR function should include workplace and work life enrichment (managerial culture, work environment, individual development), the development of the employer brand to attract talent, the anticipation of the business’ needs and planning for the skills and roles required. It also covers the implementation of effective HR processes and the management of social cohesion by ensuring there is an intergenerational balance and an inclusive approach.

Get in touch

Bertrand Allard

Partner

Phone +33 (0)1 55 46 13 00

Email hr.france@argonandco.com

Get in touch

Kerry Pickstone

Partner

Phone +44 (0) 845 644 6972

Email hr.uk@argonandco.com

HR case studies

Digital HR Processes: Property management/real estate

Digital HR Processes: Property management/real estate

Foncia Groupe is a French property management and real estate transaction company. With 550 branches across France, the company is a major French property administrator.

Foncia has decided to initiate a transformation of HR processes with the deployment of an HR solution with the ultimate aim of increasing the efficiency and added value of the HR function.

Our role

  • Facilitate design workshops for current and target HR processes
  • Articulate expected benefits by HR functional domain
  • Highlight areas for improvement and identify any other action aimed at optimising HR processes
  • Build a conducive context for the project and implement success factors with all the project stakeholders

Results

  • 11 workshops carried out over 5 weeks
  • 18 target processes defined
  • Engagement of business process owners, subject matter experts and key users
  • Formalisation of an HR book by HR functional domain. This highlights the current state of prominent points and challenges, gathering formalised processes; and summarising expressed needs and priority topics to be investigated in the design phase

Human Resources and Payroll lean processes optimisation : Environmental services

Human Resources and Payroll lean processes optimisation : Environmental services

Veolia Water Technologies, a subsidiary of The Veolia Group, is the leading specialist in water treatment. The company design and deliver drinking water or wastewater treatment for industrial or municipal customers.

Within a Global Lean Management plan (including Operation, Finance, Human Resources), the objective was to apply Lean methodology to optimise HR and Payroll processes

Our role

  • Use Lean Diagnostics tools (e.g. Value stream Mapping, 7 muda, etc.) to identify improvement opportunities
  • Improve process and teams’ daily activities
  • Formalise action plan and timeline to implement levers of improvements
  • Implement a Lean management culture within the Human Resources department
  • Train key people to Lean Management methodology

Results

  • HR and Payroll process mapping, including improvement opportunities
  • Team alignment on levers of improvements, classified by process, technology, organisation and competencies
  • Implementation action plan (from 6 months to 3 years timeline)
  • One day training of key people to Lean Management principles, and management of continuous improvement plan

Global HR Function Transformation and Post-Merger Integration: Schlumberger

Global HR Function Transformation and Post-Merger Integration: Schlumberger

Schlumberger is the leader of the Oilfield Services industry ($32.8b revenue FY18), operating in 85 countries.

The company made three major acquisitions worth USD 10b of revenue.

The goal was to define the target organization of the HR function, as well as the integration roadmap.

Our role

  • Analyse processes and define the vision for HR admin and payroll activities (Shared Services model)
  • Gather expectations from the business: strategic issues and business priorities that the HR function needs to support
  • Based on business insight, define the vision of the HR organisation on its business partnering role
  • Build the implementation strategy and roadmap

Results

  • Defined target organisation of the integrated HR function, in line with the strategic objectives and business needs
  • Increased HR business partnering role
  • Optimised target organisation sizing: more value added and better efficiency
  • Delivered an implementation roadmap
  • Produced a business case