Alignment from Policy to Application - 3

Business Processes is the key layer in the Human Capital Architecture. It is where HR people work, it is the context or domain where all the integration across the macro HC Architecture is designed to be effected in a micro context (in each business process). It is therefore important that the HR Organisation adapt Business Process Management (BPM) as a preferred standard management practice. 

To repeat my favourite statement in this context: HR People work in HR Processes delivering HR Customer Results, using HR Applications.

It follows that the design, documentation and implementation of well-designed HR business processes are perhaps the single most important Key Performance Area for the HR Architect. There cannot be any talk of an integrated, macro Human Capital Architecture when the integration is not established on the micro or business processes layer. The specific method to design HR business processes should duplicate the macro Human Capital Architecture Framework, this is the origins of the "Process Architecture" methodology.

To establish BPM, the HR Architect's first port of call is to assist the HR Director to disseminate the comprehensive People Value Chain into dedicated Process Areas and allocate a specific HR Process Owner to each of these areas. The number of areas that are identified in such manner is not important, the allocation of full accountability for the management of the process areas, is. From a HR service delivery perspective, the process area dissemination can also be based on HR Transactional processes and Talent Management processes - as meta-level categories.

HR Transactional business processes include Organisation Management, Personnel Administration, Time Administration, Travel Administration and Payroll Administration. The content represented within Organisation Management within the information system or application layer form a foundational basis for integration across the People Value Chain. Therefore it is important to identify and include here all those HR business processes that executes job analysis, job profiling, competencies, etc.

Talent Management business processes include those processes relating to the acquisition, skills training and development, performance management, career & succession planning, employee wellness, employee relations, etc.

From a HR service delivery model and channels perspective, it is crucial to first decide and design the specific new HR operational model and channels that will form the foundation for the delivery of services via HR business processes, before embarking on the business process design work, if not, the processes will have to be redesigned when the new structure is decided upon and implemented. To determine which processes will be delivered through which structure - for example will this be a Shared Services process, a Center of Expertise process or a Business Partner (HR Operations Team) process, should ideally also be facilitated beforehand during the implementation of the new service delivery structure or HR operational structure.

The HR Architect must guide the HR business processes design and implementation efforts within the HR organisation, and will work hard to to ensure a standard design methodology (Process Architecture), standard documentation templates for the Business Process Description Document, standard tools used in the design such as MS Visio, as well as a standard workshop format, for example ensuring that the specific HR Process Owner, the Process Team members, the HR Business Process Consultant and the Functional Information Systems Consultant is present during the design workshops. 

Line Managers should be present, representing the operations customer group, but due to operational requirements or time constraints, this role could be facilitated by the HR Architect. There are several advantages of having the functional systems consultant (such as a SAP HCM Consultant) as part of the  business process design team and workshop. The HR Process Owner and his/her team get the opportunity to ask the systems consultant questions relating to the functionality available in the application as well as how specific functionality will enable a specific HR business process or part thereof.

The goal of the above-mentioned workshops is to analyse and redesign all possible HR business processes, whether currently in existence or not. When taking a HR Process Team through an As-Is business process analysis workshop before addressing the redesign, creates a very positive change effect as it introduces the team to process-centric thinking and principles of integration.

As the new redesigned business processes will form a significant part of the business blueprint for the configuration and implementation of the HR information system, the formal approval of the new business processes by the Process Owner is essential. Should the HR information system be implemented already, but lacks integration with the HR business processes, then the new business processes (integrated with system functionalities) will form a substantial business case for the re-implementation of the HR information system - in the majority of cases, HR business processes were not developed as basis for the business blueprint for the configuration and implementation of the HR information system.

In summary:

• The focus of the design and integration of HR business processes is on empowering the HR people (service delivery teams) to design their new way of work;
• Their active participation in this design work, contributes significantly to the expansion of their knowledge, the visibility of their customers (both internal and external) as well as the insight into where and how the HR information system aligns with their work;
• The introduction of BPM as a management practice afford the HR people with regular opportunities for continuous improvement and innovation, therefore contribute to the active engagement of them in their work;
• Teams work in processes and small teams are the building blocks for successful transformation;
• It offers them the opportunity to assist in the simplification and lessening of the complexities in the work domain when considering things such as information systems;
• It shows them how the execution of their work process influences the quality of HR data & information and therefore makes a direct impact on the quality of HR services to the business; and
• it makes visible and material the customer results that the process teams deliver and ensures positive feedback loops from the HR customer groups to the HR process team.