Excellence in HR

By Cyrus Asgarian, Viktoriya Bondarets and Frederick Van Gysegem

Experience-based human resources can increase value in a rapidly evolving workplace

Related expertise

Several key trends are transforming the way we work, with digitalization and talent shifts shaping recent developments in human resources (HR). To successfully adapt, organizations need transformational leadership at all levels, supported by a clear sense of capability development and insight into emerging trends.

Digitalization and technological change, particularly the use of generative AI, are dramatically reshaping HR work and redefining its future role. Meanwhile, the relentless competition for talent continues to escalate, driven by demographic changes and increasing scarcity in highly sought-after skills. These pressures intensify HR challenges and require leaders to adopt more data-driven approaches to planning, performance and decision-making.

In parallel, after years of economic growth in many regions, macroeconomic uncertainty is pushing organizations to adjust their workforces more flexibly. Worker expectations are shifting too, with new perspectives on work – and the workplace – emerging after the COVID-19 pandemic. Companies must respond to these needs effectively through more employee-centric practices and higher employee engagement, as well as increasing their support for talent acquisition.

Strengthen emphasis on employee and leadership experiences

The traditional three-pillar model of HR business partners, Centers of Expertise (CoEs) and HR shared service centers has reached its limits. Built from an HR perspective, it can no longer keep pace with evolving customer-side demands, which means HR products are often steered without consistent end-to-end logic.

Jann Oetken

Principal

Dusseldorf Office, Central Europe

HR must now place greater emphasis on employee and leadership experiences. Successful experience-based HR organizations tailor their collaboration model, processes and structures to reflect the needs of HR, leaders and employees. At the same time, working closely with IT helps improve efficiency through automation and scalability, while giving HR teams the ability to upskill employees and leaders where needed.

How we transform HR to meet evolving demands

Roland Berger’s tailored approach to experience-based HR transformations covers a wide range of topics and adapts to the specific needs of each organization. As an experienced HR consultancy, we work closely with HR leaders, including CHROs, to help them strengthen the HR function’s role and operate as effective HR consultants to the business.

How businesses can benefit

Our HR transformation process aims to optimize customer experience. End-to-end process owners have the budget and expertise to refine each interaction. Automated processes increase speed and transparency and make areas for improvement easier to identify. These changes strengthen the foundation for long-term workforce performance and help HR shape a more strategic and sustainable operating model. Stronger experience design and clearer governance directly drive better business outcomes.

Success stories

Introducing a new global HR model for an international automotive OEM

Situation: A multinational automotive OEM was looking to improve both leadership and employee experiences. They tasked us with designing and implementing a new, globally harmonized HR interaction model.

Solution: Together, we created a multi-tiered, experience-focused interaction model. The program included functional workstreams such as operational support and conceptual design, enabling and qualification, communication and change management, and processes and IT, all supporting employee and leadership experience workstreams. Our work also covered design, rollout and global monitoring of implementation.

Impact: The client now has a future-proof HR organization with greater focus on employee and leadership experience from an end-to-end perspective. The HR workforce has been transformed to ensure customer-oriented HR products.

Creating a more modern, customer-focused HR strategy and reorganization at a multinational pharmaceutical company

Situation: The client’s HR function relied on a localized model with full-service delivery by HR generalists at each individual subsidiary worldwide. Corporate and brand-specific change programs required urgent improvements in efficiency.

Solution: After assessing the status quo, we defined ambitious transformation goals and designed a new operating model based on cross-functional teams across HR and the business. We then supported implementation across the group.

Impact: The HR function now acts as a strategic partner for employees, providing a streamlined service offering that is fully aligned with the new HR strategy.

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