HR transformation is taking a different trajectory depending on the maturity of business and organization. From my experience, this transformation is a journey and not a destination, and different companies are at different stages in this journey.

For some businesses that are in a very early stage of maturity in terms of processes and systems, the transformation is to ensure the hygiene factors are taken care of. The HR function needs to create processes and policies that enhance business and not the other way around. That requires HR to look at solutions that are relevant to the business need of the organizations they operate in, so best practices cannot be blindly copied from company to company as it might not be the most optimal choice for the culture.

Operational brilliance is the foundation for any transformation in HR. HR can build credibility by providing insight, supporting capability building within the organization, streamlining internal efficiencies and improving employee experience, but to be able to that there is pre-requisite to improve their internal HR execution capability and ensure that both employee and business are serviced with operational excellence. In this transformation, HR needs to improve processes, strategies and its impact on the business.

HR must develop its capabilities to manage strategic work with brilliance. Business will only accept HR as a partner when execution of basic HR functions is seamless. HR cannot really excel in creating an outstanding employee experience if they are not able to service employees in their basic needs.

To become a real business partner, it is crucial for the HR not to forget the core business. HR is the business of people within the business, so HR needs to play a role to motivate, care and articulate the culture of the organization. While HR plays this role, the function must also become the domain expert to ensure its credibility and showcase excellent execution skills.