Produce HR Transformation Roadmap

The transformation roadmap is a single high-level view of the key activities that are required to deliver an HR transformation programme. The purpose of the roadmap is to define the key milestones that are required to bridge the gap from current to future HR. There are many different approaches to producing transformation maps;presents two potential options.

An example of a transformation roadmap that was developed to support an HR transformation is provided in Figure 1. The challenge facing HR within the company was how to communicate the aims, objectives and key changes that would be introduced by its transformation programme to staff from a variety of professions and backgrounds. The transformation programme found that it had a large number of traditional project plans with considerable detail and high-level presentations but it had nothing that could communicate to staff and senior stakeholders what HR transformation would deliver to them, their managers and their employees.

Figure 1: HR transformation roadmap.

The company, therefore, developed a transformation roadmap which is divided into:

• streams such as skills, performance, change, structures, process and technology. However, the map could also be divided into the organisational levers, that is, technology, structure, processes and people/culture;
• timeline which can be divided into 90-day periods or years and in every period there are specific milestones for each stream;
• objectives for the programme which are located in the top right-hand corner.

This map satisfied three important objectives for the company:

• a picture of key activities and deliverables for the different work streams within the programme to provide the programme management team with a tool for viewing and controlling what would happen and when;
• a communication tool that could be used to engage with stakeholders from across the company, including trade unions, to explain the impact of the transformation programme.
• an overview of the HR transformation programme that could be used to link into other transformation programmes taking place.

HR transformation programmes will have interdependencies with other programmes and initiatives within the organisation and these can be integrated into the transformation map. Examples of common interdependencies include those shown in the table below:

Interdependency area	Description
Technology	Linkages to programmes that upgrade network capacity and PCs
Interfaces	Systems interfaces with other core systems, for example, finance, procurement (especially workflow/organisation structure)
Change programmes	Change projects in other functional areas

The above transformation can, however, also be expressed in an alternative format, as demonstrated by Figure 2. 

In this version of the roadmap, initial high-level milestones are broken down to the next level of detail. The headings of process, people and technology are used to segment the roadmap horizontally so that in every 90-day period there are specific milestones for the process, people and technology elements of the programme. Further views of the roadmap can also be developed. For example, a view that defines when the different elements of the new HR service delivery model will be delivered from a senior management, line manager, employee and HR practitioner perspective for each 90-day period provides a tangible plan by which expectations can be set across each of those groups. Through creating these different views, the roadmap becomes an important communications tool in engaging people in the programme.

Figure 2: Ninety-day milestones—key steps to HR transformation.

In the first part of the roadmap, it is often preferable to split this into individual months for the first 3 months of the roadmap in order to provide month-by-month clarity over that period. Similarly, for the later parts half-yearly periods may be more appropriate. After the business case has been approved and the roadmap becomes a working plan, keeping the first part at an individual month level of detail for a rolling 3-month period is very effective for managing expectations across the business and the programme team.

In the first parts of the roadmap, the delivery will typically be around 'quick wins' or 'early implementations'. Quick wins typically begin to put the new process and people elements in place supported by existing technology that has been tuned and modified ahead of the longer-term, enduring technology implementation (if this is what is planned). This provides the opportunity to deliver benefits early, build the credibility of the programme and encourage behaviour change throughout the life of the programme rather than in a 'big bang' at the end.

About a Transformational Mindset

Transformation suggests change that is intended to bring about a distinguishably different outcome from the current situation. It is more than tinkering with the current operating model — changing job titles, restructuring or implementing a new HRIS. It is broader in scope and more ambitious in outcomes. To be transformational means adopting a mindset with three distinct characteristics:

·         Systems mindset. All organisations are 'open systems'. They are systems in that they function through the interaction of different parts: change in one part of the organisational system will have an impact on other parts. So, for instance, we cannot deliver technology change without also addressing work processes, structure, people and culture. Organisations are 'open systems' in that they can influence and be influenced by the external environment.

·         Process consulting mindset. Change is not linear and involves working through a set of dilemmas. An example of a dilemma might be where responsibilities lie for people management between line managers and HR professionals. To make change stick we need to work with our internal clients — step by step — so that we continually confront reality, understand emerging information and define ways forward that our clients will own. This does not mean abandoning our expertise, but it does mean that we need to deploy our expertise in a way that enables our clients to own solutions. 

·         Project mindset. Using the principles and approaches of project management will enable you to organise and shape change more effectively. In this way, activity and effort are focused on the work that will add most value, work-streams are better integrated, benefits are tracked and proper governance is put in place. 

A number of key models and frameworks that shape a transformational mindset are presented below. These are not only helpful in securing the effective transformation of the HR function but critical to HR's transformed role of strategic partner.

As Figure 1 illustrates, at the heart of a transformational mindset sits contingent thinking. Contingent thinking is about finding solutions that are relevant to each organisation's situation — we take account of the particular circumstances and context within which we are working. Contingent thinking moves us away from attempts to adopt 'best' practices used in other organisations, without first adapting them to our situation. Of course we must learn from other organisations. But, we must work out for ourselves the solutions that will best serve our organisation and which will help us sustain competitive advantage.

Figure 1: A transformational mindset.