HR Force | Processes

We'll provide you with comprehensive advice for all SAP Human Capital Management (SAP ERP HCM) requirements.

With our team of project managers, consultants and developers, we'll help you meet all the organisational, professional and technical requirements that arise within the framework of an SAP ERP HCM project.

The introduction of new human capital management tools and IT solutions offers a human resources department the opportunity to redesign its HCM processes and to identify and exploit potential for improvement. With our HCM process consulting portfolio and our many years of experience in introducing HCM technologies, we can redesign
and optimise your HCM business processes by
using numerous technological alternatives.

  1. HCM Business Process Management

  2. Accompanying Project management
  3. 1. Analysis

    Establishment of the actual status and a common understanding of efficient and effective HCM processes

  4. 2. Design

    Design of and speci­fications for HCM processes, taking company objectives
    and process key data
    into consideration

  5. 3. Implementation and Introduction

    Redesigning and intro­duc­tion of HCM pro­cesses based on proven methods from the busi­ness process manage­ment discipline

  1. Analysis

    HCM processes are documented and analysed with the objective of raising/improving the economic results and competitiveness of the company.

    The processes are established and then documented and analysed in their “actual” status by means of various modelling techniques. The analysis is carried out by evaluating organisational and work documents as well as employee interviews. The HR Force HCM process model, which supports both top-down and bottom-up process analysis approaches, is used as reference point. The primary objective is to clarify and visualise the HCM processes and to identify their organisational/technical weak spots.

    Core issues
    • Modelled "actual" processes
    • Documented process/structural organisation
    • Organisational/technical weak spots
    • Stakeholder List
  2. Design

    The design of the target status defines which process steps are going to make up the future HCM processes, how they will follow one another and which company regulations have to be observed here.

    During the process design stage, a deliberately and systematic approach is used to define how HCM processes are going to run and how they are going to be measured, regulated and directed. In addition, how the HCM tools to be used (e.g. SAP), the existing IT landscapes, and the financial and operative management of the processes will work together is defined. Best-practice approaches and reference models are used to support the development of efficient and effective HCM processes with a view to reducing processing times while meeting specified quality and service standards at the same time.

    Core issues
    • Target processes
    • Key performance indicators (KPIs)
    • Organisational/technical changes
  3. Implementation and Introduction

    The business process management life cycle to be implemented allows HCM processes to be redesigned and introduced.

    Implementation of the process takes place using different process improvement, reorganisation and re-engineering. The subject of change management represents an important focal point here. The use of the management discipline “change management” together with the best-practice experience of our consultants supports the transfer of knowledge of process management organisation to the specialist area. Drawing up new tasks, clarifying roles and process res­pon­si­bilities, and implementing an effective reporting system lead to process-driven HR organisation being introduced successfully.

    Core issues
    • Implementing process management organisation
    • Redesigned HCM processes
    • Change management
    • Best-Practice approaches
    • Change management
  • Accompanying Project Management

    A clear management structure within your organisation is essential if your process management is to be successful.

    There is no standard for the ideal orga­ni­sational structure for developing and establishing a process organisation within a company at the moment. A process council composed of members of the management board, department, division managers and those responsible for processes is the solution commonly chosen. Our project manager will reflect on these conditions and assist you with the development of a form of coor­di­nation (process governance) suitable for your organisation. Our integrated approach will take into consideration the particularities of your organisation, the processes and the people involved.
    Read more about Project Management…

    Core issues
    • Developing and leading a process team
    • Managing stakeholders and technology
    • Developing integrated long-term process management
    • Problem-solving (troubleshooting)
    • Improving processes (transformation)
    • Development of the right form of coordination (process governance, process council, business process management office [BPMO])
    • Establishing objectives and creating a structure for achieving these