This week marks the official launch of the Systemic HR™ Initiative, a comprehensive, multi-year program aimed at guiding HR professionals and their teams through a transformative journey, redefining their roles in the business landscape.
The initiative represents the culmination of 25 years of extensive research and advisory consulting involving tens of thousands of organizations. It addresses the imperative for HR organizations to re-evaluate their strategy, role, and operating model within companies. The Systemic HR Initiative comprises in-depth research, a series of monthly activation programs including workshops and webinars, and ongoing case studies showcasing best practices. Corporate members gain access to diagnostics, education, and consulting services.
The Maturity Model: How HR Has Changed
In the current landscape, HR as a profession is experiencing rapid and disruptive change. Traditional HR practices, rooted in hierarchical job models and linear career progression, are being challenged. The Systemic HR Initiative recognizes the shift towards a world where talent and skills, not just jobs and positions, are central to company operations – what we term as “The Post-Industrial Age.”
The Josh Bersin Company introduces the Post-Industrial HR Model, highlighting the interconnected nature of traditional disciplines such as compensation and rewards, diversity and inclusion, and employee well-being and engagement. In this evolving scenario, HR professionals are encouraged to become “full-stack HR professionals,” equipped to design, consult, and advise their teams.
Evolving Through This Journey
The Systemic HR Maturity Model illustrates the evolution of HR teams over time:
Level 1: Transactional Compliance Initially centered on hiring, pay, benefits, and compliance, early-stage HR functions were predominantly administrative. Some companies, even today, operate at this level, with HR teams primarily focused on administrative tasks, supported by HR business partners.
Level 2: Efficient Service Delivery Moving beyond Level 1, organizations often experience chaotic growth. The introduction of a global HR platform becomes a catalyst for transformation, leading to the creation of a more structured service delivery model. This phase involves building call centers, federated centers of excellence, and a defined business partner team, aiming for unified data and streamlined processes.
While these transformations enhance efficiency and focus, they still predominantly define HR as a “service function.” The emphasis remains on employee experience, self-service, and retention, aligning with the goal of creating a service-oriented HR department.