HR Transformation: Skate Where the Puck is Going.

In today's business environment, the phrase "HR transformation" now seems to be omnipresent. The reality is its true meaning is often lost in translation. To bring clarity to this concept, attached is a model we have developed at Galadari and our own definition.

Real transformation is “Changing both the organisational architecture (People, Policy, Process) and HR activity systems (Talent, Culture, Performance and Capability) to support a business to compete in the digital age.” Or – ‘Doing things differently – hopefully better than before”.?

First, let's address a common misconception to understand true transformation: HR transformation isn't just about acquiring a new HRMS or rebranding as HR 2.0. True transformation means fundamentally altering how we operate—doing things differently and, ideally, better than before.

Based on my experience, achieving meaningful change requires focus on two key elements:

Future Vision: When contemplating transformation, start by defining your future state. What do you want your organization to look like? How will it be different and better than it is now? The goal is to clearly articulate the shift "from what to what."

Strategic Thinking: Transformation isn't spontaneous; it requires foresight and planning. Wayne Gretzky’s advice to "skate to where the puck is going" underscores the importance of anticipating future trends. In our VUCA world, where globalization accelerates change, thinking ahead is the key to survival.

Not convinced ? Consider the rapid decline of once-dominant brands like Nokia and Blackberry. Their failure to manage change effectively highlights the importance of strategic transformation. We need to recognize that transformations do not happen overnight; they require strategic planning and careful calculation of potential outcomes.

To skate where the puck is going - we know we need a future vision and we know we need to incorporate business strategy – but what else should we be considering?

As we move from the personnel managers of a century ago, there are three fundamental pillars that I believe support the creation of a sustainable advantage through HR transformation that need to be firmly on our radar.

Brand Power: Today, branding is a superpower. A strong employer brand attracts and retains talented individuals. HR must think like marketers to build and maintain a compelling brand that resonates with both current and future employees.

People as a Competitive Advantage: Differentiating your organization through unique skills and behaviours is key. Competitors can replicate products but not culture. Great HR architecture fosters a culture that engages employees and inspires discretionary effort, directly linking to your brand.

Culture: Culture defines how things are done within an organization. It shapes the employee experience and is integral to maintaining a sustainable competitive advantage.

Referring ?to our transformation model we start on the outside -

Future Strategic Positioning: Define where your company aims to play and its competitive differentiator. Identify the talent and skills needed to support this future strategy.

Intended Culture: Determine the ideal culture to attract, retain, and engage the talent required for your strategy. Shape your HR architecture to support this culture.

External Forces: Consider economic shifts, geopolitical volatility, and evolving workplace expectations. Predict future trends in skills gaps, labor markets, work preferences, and technological advancements.

Once these elements are clear, we focus on the inside of the model with the core HR practice areas: Performance Architecture, Communications, Talent, Learning, and Reward. Assess the gaps between your current state and future needs, ensuring that each practice is tailored uniquely to your organization.

Then the final and most important part refer to the base of the model - ?To deliver these initiatives and implement your transformation, ask yourself:

What team capabilities are required? Should you build or buy these capabilities?

What IT systems and technology will support this transformation? How will you enhance organizational capability?

How will policies shape the desired culture? This involves thinking systematically and strategically about managing an organization’s human assets.

Its an old adage – but one we often forget businesses don’t change – people change, so keep the following in mind -

Have a Plan: Map out stakeholders, involve your team, and measure what matters. Transformation is about doing things differently and better.

Protect Your Brand: Ensure your actions align with your brand values. Treat people well to maintain a positive reputation internally and externally.

Be Transparent: Communicate progress and celebrate successes. Transparency fosters trust and engagement.

In our rapidly changing world, as HR professionals we have a unique opportunity to lead business transformation. As Charles Darwin told us, survival depends not on strength or intelligence but on responsiveness to change.

By focusing on our people first, the rest will follow.