HR Process Governance & Continuous Improvement Model

The Human Resources department at a Tier 1 Canadian bank was organized by function and lacked a governance structure to ensure end to end accountability and ownership of core HR business processes.  This was a significant issue when new business requirements were introduced, continuous improvement activities were planned, or process issues occurred, as the coordination across the end to end processes required the support and alignment of multiple stakeholders and functional groups. In addition, process engineering, lean management, six sigma, and business process management capabilities were not available to effectively drive continuous improvement or process management activities.

HR Process Governance & Continuous Improvement Model

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