A people centric HR operating model

在这种思维模式下，人力资源业务合作伙伴出现了三位一体, centres of excellence and shared services. 这种主要的方法简化和外包了人力资源服务, but it didn’t achieve the intended cost benefit expectations and it also fractured the employee experience. 当时它没有效果，现在它比以往任何时候都更过时.

In today’s work environment — and to be agile and ready to adapt to the future of work — organisations need to refocus their HR transformation on interactions — guided by a TIM before designing the HR operating model. 这种方法将员工放在人力资源部门的中心位置.

It’s time for HR to shape the future of work by providing relevant advice and services that directly align with and support your organisation’s business and people strategies. 正确的人力资源转型推动了组织战略和人员优先级, and it contributes to true business value. 我们的TIM方法赋予人力资源部门比以往任何时候都更大的责任, 提升职能，成为商业领袖的战略顾问.

With a TIM, 人力资源部门可以围绕员工体验进行转型，并演变为真正以人为本的职能. TIM places a premium on delivering relevant services and exceptional interactions that yield measurable employee satisfaction, engagement and commitment.

而美世的TIM则是基于一个基本的哲学和通用的设计原型, it is customised for every organisation based on its needs, culture, and people dependency.

任何以时间为导向的人力资源转型的关键组成部分都是数字化, a sometimes unappreciated but critical way to support the business and enhance the employee experience. People expect simple, user-friendly digital experiences at work, just as they do in their personal lives. Our TIM takes this into account and balances the digital and human experience to invest resources where they will count the most.

By emphasising the employee experience, building on end user’s needs (including the C-suite’s), HR’s future-ready design can benefit the entire organisation, 引进更好的工作方式，提高人才吸引力, retention, 参与——最终在组织中产生更大的信任和更高的生产力.

第一列是HR的客户，包括候选人, the external workforce, employees, people leaders, and top management. The second column describe the opportunities to introduce digital tools effectively and in an engaging way (e.g. people operations platforms as a self-service). In the third column, personal support comes into the equation. These include people operations, advisory and administration, leadership partners, and people strategy advisers. In the final column, we typically see two main categories: HR customer-facing communities for talent acquisition and talent development, 以及包括项目组合管理在内的企业服务社区, compensation and benefits, Diversity, equity and inclusion, and HR analytics.

Further, HR can organise itself with an agile HR pool to cover constant innovation by bringing in the right expertise.

这个完整的TIM由坚实的数字基础(通常是HRIS平台)支持.

The TIM reimagines the HR function. 它根据员工的需求和愿望评估人力资源角色、流程和技术. It increases agility by reducing silos and pooling resources from across the function that can be tapped for a variety of projects. It establishes a clear, streamlined, 有效的路线图，以一种被证明能取悦员工的方式提供服务, 实现业务成果，并确保人力资源部门以重要的方式与员工互动.

After reorganising around a TIM, HR can free up about 30% of its administrative load, 让专业人士有更多时间以更高的角色为组织服务. 如今的人力资源领导者与高管们坐在同一桌, helping create a modern people strategy that supports both the workforce and the business — with HR in more digitally advanced organisations four times more likely to be seen as a significant contributor to strategic business planning. 人力资源业务合作伙伴不断发展——摆脱了不必要的行政职责, they are free to take on more meaningful work, 在战略顾问等有影响力的角色上有所作为, data-driven problem solver, influential storyteller, trusted coach and independent voice.