Overview of the key steps in mapping HR processes

Overview of the key steps in mapping HR processes, summarising key actions and outputs.

Step	Activity	Tools	Output
Define the Target Process	Define key HR activities as processes Prioritise key processes Break processes into manageable chunks Identify and document key process variations Involve subject matter experts	Brainstorming, customer focus groups	Prioritise reengineering efforts
Develop 'As Is' Models	Conduct workflow analysis (who does what when, where, how) and identify handoffs Audit existing constraints in systems (e.g., compatibility, integrity, and consistency of data) Determine problems in current process from customer's and administrator's perspectives Identify key measurement related to process (e.g., cost, quality, time, rework, etc)	Workflow analysis, activity analysis, systems audit, focus groups, interviews	Flow map of existing processes and their performance in terms of cost and quality
Challenge underlying assumptions	Challenge each activity in the current process (why is it done, why is it done there, why is it done then, why does that person do it, why is it done this way etc) Challenge current policies, practices and philosophy Explore alternative delivery methods Cut across functional silos Incorporate and leverage information technology	Visioning, scenario building, brainstorming, critical thinking	Identify opportunities for radical improvement
Develop 'To be' Models — Identifying where and how technology will impact the process	Solicit information from broad base about alternatives Benchmark other companies Integrate separate processes Take detailed design of new information systems Draft new process flow Assess potential impact of new process (cost/benefit, risk etc)	Benchmarking, conflict resolution, issues resolution, simulation, consensus building	Design new processes, select best information technology to support process, determine impact of new processes
Implement, Roll out, Market	Implement incremental approach Conduct pilot testing Implement systems integration Market the programme, create curiosity, implement trial use Offer training to support users Manage resistance Anticipate and address morale problems	Marketing, communication, training, coaching, experimentation	Facilitate the smooth migration to new system and user's acceptance of the new processes
Measure BusinessImpact	Capture business impact of HR processes before and after reengineering Measure business impact, not just budget and milestones in programmes and activities Separate short- from long-term impact	Activity analysis, cost analysis, customer service survey, focus groups	Monitor progress and impact

Figure 1: Source— based on recognised models from a variety of consulting firms.