Transforming Your Federal HR Organization
Joe Abusamra | July 10, 2020
Joe Abusamra | July 10, 2020
Transforming a federal HR organization is no easy task, and the way in which HR leaders respond to their customers (employees) is constantly changing. Outdated processes, lack of technological resources, and operational costs are just a few examples of underlying issues within a federal HR organization that are hindering leaders’ ability to attain the furthest reach to employees. By identifying the possible problems, aspirations, and solutions within your federal HR organization, a roadmap to transformation and leadership buy-in can be created.
The presentation of unpredictable budgets and shifting budget requirements may cause the internal impetus for change to feel constrained. A lack of resources such as learning and development models, people data, and workforce trend documents can hinder your organization’s outreach efforts. On top of all that, overwhelmed HR staff is fighting fires regularly, managing tactical duties and tasks that do not add up to a strategic initiative. Similarly to the way customers create brand loyalty based on experience, loyalty to any organization is based on key differentiating factors, and without an analysis of employee data, it’s difficult to compete. However, the presentation of thoughtful data may require HR technology — which is expensive and time-consuming to evaluate, purchase, and implement.
The daily process for employees within an organization should mirror a marathon, not a sprint. Tactical duties should be performed with a key strategic initiative in mind. A modern HR organization is one that embraces technology, but since this implementation can take a while, there are other transformational resources to consider in the meantime. Streamlining processes to produce a more productive HR organization/staff is a goal to aspire to at any level.
Turn-key solutions include hiring, onboarding, and any other functions related to federal HR. These solutions combine tactical, analytical, and strategic support to identify pain points and conduct a plan of action with the corresponding resources. As previously mentioned, an ideal transformation process doesn’t necessarily mean overhauling an organization with new technologies. Short-term implementation that will create a strategy for the long term includes developing a plan of action and carefully addressing awareness, development, and execution. This way, a transformation does not need to be put on the backburner until newer technologies become available. With that in mind, investigating solutions and educating an organization on technological resources is essential — just buying a “platform” or technology may not solve your problems. You can’t build a house on sand, and technological issues like long purchase and implementation cycle or buying a platform that doesn’t fit your agency’s unique needs create some hesitation. Successful technology adoption requires a thoughtful approach, including a solution analysis, user stories, and real-time support.
In a world where technology is constantly evolving, the pressure to adopt the newest gadgets in your agency can be overwhelming. By starting with a carefully planned HR transformation model, your organization’s problems and aspirations have the potential to be solved with a multitude of solutions. A successful transformation doesn’t mean spending a small fortune on HR tech that’s difficult to implement, it means drawing out a roadmap for highly-efficient processes that will be useful now and in the future. For more information on how you can strategically transform your federal HR organization, contact GovStrive today.