For more than a decade, companies of all sizes across the globe, have worked to improve the value, effectiveness and efficiency of the HR function. As a result, HR departments in many organizations have looked to implement a new service delivery model embracing HR Business Partners, HR Centers of Excellence and HR Shared Services. The outbreak and impacts of COVID-19 have further pushed HR to reframe how it operates, to meet the challenges and opportunities resulting from the “new normal” to come. Furthermore, the significant growth of digitalization and intelligent automation have accelerated the transformation of the conventional HR service delivery model to be smarter, more agile and strategic. It is time for the arrival of the next generation HR function! Which is exponential, digital, and rewriting the rules for how HR services are provided and consumed.

Join Chazey Partners and its HR practitioners to find out how the next generation HR service delivery will be very different; and how to gain a full understanding of your starting point, set transformation objects, understand your options, and design a realistic implementation roadmap that aligns strategy, structure, process and technology.

• Managing the new norm: Navigate the impact of COVID-19 on HR functions and the teams it supports
• Determining next generation HR service delivery and value, and orchestrating its key components
• Going digital - embracing intelligent automation (including robotic process automation) to support and enable HR service delivery 
• Transformation – where do we start? 
• Critical success factors

Sponsored by: Chazey Partners

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Brenda Rebman, MBA, CHPR, CMC, CHE,

Senior Consultant, HR
Chazey Partners

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Phil Searle

Founder & CEO
Chazey Partners

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There are many disruptors impacting the delivery of HRSS transformation projects. While the global pandemic is one (big!) disruptor, the rapid pace of automation and tightening purse strings are two more. This fireside chat will host the head of GM’s People Services for their global business in conversation with the VP for Organizational Effectiveness at Stanley Black & Decker to discuss the fundamentals of agile, customer centric operational practices.

• Utilizing design thinking methods ·
• Tools, such as process mining, to identify and map organizational systems
• Maintaining process integrity in a work from home and hybrid environment

Monica Azzali Bello

Global Director, GBS People Services
General Motors

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Paul Hevesy

Vice President Organizational Effectiveness
Stanley Black & Decker, Inc.

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There are over 6000 international employees across over 50+ separate businesses. 2 years ago,

the shared HR function for the entire business recognized a need for more intentional diversity

driven practices.

• Recognizing goals and targets to include employees and embedding in the core culture
• Harris Neighbors and Community Initiatives: From integrating new hires for onboarding, to connecting different groups of employees across common interests like promoting wellness, tackling racism and supporting parents
• Tools: measuring and defining diversity for effective management across the entire business

Anila Brown

Head of Organizational Development & Learning
Harris Computer

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• Communicating updates to employees on planned returns to work in a changing context
• Developing a flexible return to work plan that takes into account a mixed virtual and in-person workforce
• The flexible work practices that are here to stay and embedding them into policy