Cloud HR: the future belongs to the bold

Cloud HR: the future belongsto the boldKPMG’s 2016 Global HR

Transformation Survey

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vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.

Robert Bolton

Partner, Global HR Center of Excellence

KPMG in the UK

HR leaders and enterprises have big plans to spend

money on new technology, but there’s a ‘so what’

quality to their approach that’s raising significant

questions about who the winners and losers will be in

a game that has high stakes for the future. It’s a

choice: How purposeful about transformational

benefits do you want to be?

“

“




Cloud computing capabilities arereshaping HR for the futureBenefits of cloud

Connecting people, processes and technology is creating competitive advantages for

organizations that are well down the road to revolutionary change in their HR function.

Cloud-based HR delivers game-changing new capabilities that include:

Fast and affordable deployment compared to legacy HRMS

An intuitive user experience

New levels of accessibility to enable greater workforce mobility

Smarter decision-making via data and analytics and cognitive computing

Scalability, flexibility and continuous functionality upgrades

Cost and workforce efficiencies

Overall, a more strategic HR function delivering new value to the bottom line




Plugging into the cloud is fast, easy and affordable but won’t

automatically deliver data-based insights, smarter decision-

making, real value for the bottom line or true HR transformation.

However optimistic, HR leaders arediscovering a stark new reality




HR leaders say the majority of benefits realized with existing cloud HRMS initiatives are more tactical than transformational

have increased use

of manager and

employee self-service

improved processes and

process management

including workflow

improved access to

management

information

57% 53% 53%




Cloud HR benefits that can add real value to businesses are largely failing to materialize

report an ability

to reconfigure the

HR function to drive

greater value

say HR

function is more

evidence-based via

workforce analytics

cite improved

collaboration and

feedback between

employees

24% 20% 13%




Time to be bold

Source: Cloud HR: the future belongs to the bold report, KPMG International, 2016.




Patrick Fenton

Head of KPMG’s Cloud Transformation Practice

KPMG in the UK

You need to paint a clear picture of what the future

should look like and then address the diverse

elements that need to be in place to generate the

effective change you are seeking.

“ “




Firms meeting expectations

for change are taking a

strategic approach to

change management

Strategy = HR transformation




Julie Scott

Group HR Chief Operating Officer

AXA

Our HR transformation has been very positive

to date, but it certainly has not been a matter of

simply plugging into new cloud technology —

far from it.

“ “




When properly implemented and managed, Cloud HR is

propelling organizations toward next-level savings, efficiency

and decision-making — plus unprecedented agility to respond to

emerging business challenges quickly.




The choice is clearToday’s HR function can continue on as an outdated cost center. . .

or it can break into the 21st

century delivering data-driven

insights, smarter decision-making

and significant new value for the

bottom line.




Our implementation of cloud technology has

brought great value, but at the end of the day,

cloud is just a tool. You need the right processes,

skills, culture and behaviors in place for

successful change.

“

“Fiona Cicconi

Executive Vice President, HR

AstraZeneca




To complete the HR transformation journey, HR leaders

must transcend the gap between knowing what’s needed

and doing what’s needed for success.




The future

belongs to the

bold

Findings based on the HR Transformation Survey (formerly known as

the Towers Watson HR Service Delivery and Technology Survey); 854

executives from 52 countries participated in the survey.

One-half of respondents were from companies that operated at a global

level. Forty-four percent of respondents were from organizations with

more than 5,000 employees and 40 percent were vice presidents and/or

heads of their organization’s HR function. This marks the 19th

consecutive year that this market study has been conducted.

To find out more:

kpmg.com/HRT

#HRsurvey

kpmg.com/socialmedia kpmg.com/app

© 2016 KPMG International Cooperative ("KPMG International"), a Swiss entity. Member firms of the KPMG network of

independent firms are affiliated with KPMG International. KPMG International provides no services to clients. No member firm

has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG

International have any such authority to obligate or bind any member firm. All rights reserved.

The information contained herein is of a general nature and is not intended to address the circumstances of any particular

individual or entity. Although we endeavor to provide accurate and timely information, there can be no guarantee that such

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