Successful optimisation of HR and business processes is based on awareness of and transparency about the conditions relating to internal interfaces. Highlighting the internal processes is essential for the detailed analysis and optimisation of these processes from a customer-focused perspective.
A key aspect in the field of business process optimisation is a change in focus from a structure-based organisation to a process-driven organisation. In the context of this change, both managers and employees primarily focus on processes instead of just the organisational structure. The transparency that this provides is used for the purpose of optimising processes from a customer-focused perspective. Managing responsibilities in a targeted way whilst increasing autonomy within departments at the same time are factors that ensure success.
In the field of HR management, it is also vital to ensure that employees have a great experience as HR customers. Systematic analysis of HR processes and structures clarifies which HR requirements are most important to your future success. This information allows you to focus on the services that add the most value. With customer-oriented services you will help your organisation to stand out from the competition in terms of attracting top executives and you will establish internal positioning that emphasises the contribution of value to the company’s success.
Optimised processes and structures need to be put into practice in order to ensure lasting success. It is essential to involve your employees in the analysis and change processes and to create understanding and acceptance.
Status quo analysis: the processes are identified and listed in a brainstorming exercise with selected employees and managers. A process map is created to describe and prioritise the processes.
Description of current processes: the existing processes are assessed with respect to value creation. Flow charts illustrate the sequence of activities, critical events, responsibilities and interfaces.
Development of target processes: the target processes are developed and formulated in meetings with managers. The difference between the target and current situation forms the action plan for operational adaptation of the processes.
Review: key success factors are examined with regard to implementation in current operations and potential weak points are dealt with.
When changing corporate strategy
The term “employee experience” reminds us of the term ”customer experience”. The latter is all about optimising the customer’s experience with the company throughout the entire customer lifecycle. This always keeps the customer’s perspective in mind.
Applying this approach to a company and its employees creates the employee experience. In terms of HR requirements, this means optimising all experiences with the company from the perspective of the employee:
As many positive experiences as possible should contribute to employee motivation and loyalty. The functional and process orientation of the HR department is supplemented additional opinions of the employees as part of the employee experience.