Creating a Multitier HR Process Delivery Flowchart

“To build a rewarding employee experience, you need to understand what matters most to your people.” – Julie Bevacqua

The human resources function has evolved into a sophisticated, multi-pronged domain of operations in modern organizations. The prime objective of this function resides in integrating human talent into the processes and layers of organizations while bookending a variety of business systems, operational matrices, and service delivery paradigms. Significant investments in human thought have enriched and expanded the mechanisms underlying the human resources function; for instance, “the multi-tiered HR service delivery model is based on the three-legged stool model developed by David Ulrich. This centralized option involves handling employee issues through three groups of HR professionals with unique skillsets.” Readers may, therefore, view the multitier HR process delivery paradigm as representative of the focused evolution undertaken in this domain. Specialists and analysts, on their part, may elect to design the contours of such process – and the contents of process flow – through the agency of flowcharts or similar diagrams.

  • HR as a Business Process

Human resources professionals can aim to “do more with less” by deploying the multi-tier approach to HR service delivery. In this context, readers must view the multitier HR process delivery paradigm as a bona fide business process that encases variations of functions and sub-functions, and one that resonates with the grand strategy espoused by organizations. Therefore, it would be helpful to envisage an edition of a connection diagram that connects HR function with multiple aspects of the operational strategy implemented in organizations. For instance, professionals and operatives could utilize their talents to amplify the impact of business performance of associates and employees. Such a stance could include multi-tier training sessions, skillset improvement programs, a considered rotation of professional duties, and investments in client relationships.  The flowchart could assist organizations to develop and test these strategies before implementation.

  • Deploying Digital in HR

The use of digital technology represents a key aspect of multitier HR process delivery systems. Readers may appreciate the fact that digital technology pervades and facilitates many aspects of human endeavor; therefore, it would help to envisage the deployment of dedicated HR portals operating in cyberspace, and sub-sets of mechanisms that include HR-specific self-service systems. The moving parts of tech-centric paradigms and mechanisms could be designed within flowcharts, enabling HR professionals to interact closely with various aspects of organizational matters. In addition, the multitier HR process delivery method may be extended to include various resource utilization techniques, such as training employees to perform in strategic roles within the organization. Further, the induction of digital technologies to promote seamless, multi-stage interactions between employees and HR departments, serves as a sound business strategy.

  • Building Efficient Services

Organizations may seek to develop or offer “specialized services where the quality of service, efficiency, and flawless delivery is key” as part of a multitier HR process delivery system. Further,  the leaders of organizations could encourage HR departments to develop efficient services that operate in consonance with best practices adopted worldwide. This stance could represent an expansive method, one that boosts service delivery to new levels – thus removing the proverbial wrinkles that could hinder organizational performance. The inception and subsequent design of specialized services could occur in flowcharts, allowing designers to tailor the stance, rhythm, and weft of services. In addition, multiple generations of such services could be etched inside connected diagrams, allowing for a sharper focus to emerge in terms of quality and efficiency.

  • Utility of HR Portals

The idea and practice of multitier HR process delivery must include a specialized focus on HR portals. Professionals must ideate on the structure of such portals to “include personalized, searchable knowledge bases, making HR portals more conducive to providing fast, relevant information and increasing usage and effectiveness.” Thus, it would help to ideate and visualize through connected diagrams in a bid to develop greater levels of functionality and usability of portals. Meanwhile, other departments of modern organizations can work in tandem to provide inputs that elevate the quality of portals in tune with the evolving requirements of organizations. The effective functioning of the HR portal can encourage professionals in this domain to invest their time and effort in more productive aspects of their duties.

  • A Center of Excellence

Observers of organizational dynamics have noted the utility of developing and implementing centers of excellence. In this instance, readers may devise connected diagrams that help “manage programs and policies centered around compensation and benefits, training, staffing, and performance management.” This example of multitier HR process delivery enables the creation of dynamic methods and systems of troubleshooting centered on multiple levels of engagement between organizations and employees. Subsidiary versions of the diagrams could describe the micro-structures of programs and policies and the rhythms of their interaction and intersection with the broad weaves of organizational dynamics. Therefore, the flowchart is a design blueprint relevant to every type of organization – one that encourages incremental ideation and ultimately, greater stability in the performance arcs described by organizations over various periods.

  • The Software Perspective

Specialized software packages can elevate meaning and context when we mull the execution of ideas on multitier HR process delivery. These make it “easier for HR teams to arrive at informed decisions on how to improve internal processes and procedures related to employee service management.” Organizations could negotiate with vendors to develop custom software packages that are uniquely suited to expand the scope of multitier HR process delivery. The use of connected diagrams could also drive significant growth in process delivery, thereby encouraging the emergence of smarter methods of human resources development and management. In addition, the application of software packages can output interesting insights into the modes of operation endorsed by traditional HR practices. The information sourced from such exercises could potentially uplift the design and execution of multitier processes.

  • Reducing Costs of Business

HR shared services – when implemented as part of an organization’s growth plan – can aid organizations to economize on expenses. For instance, transactional HR services could be allocated to early-stage HR specialists, resulting in cost savings for the organization. Such techniques could impart significant degrees of efficiency, enabling organizations to streamline and simplify services thus resulting in additional savings on costs. This could be visualized as part of crafting multitier HR process delivery strategies; the outlines of such ventures can be designed within flowcharts, enabling a faster transition from design stages to actual implementation. Additionally, business organizations can expand the idea of shared services to include the occasional collaboration with external specialists; these individuals could review plans and offer inputs that can potentially result in long-term benefits for organizations.

  • To Conclude

Readings of these texts can raise our levels of comprehension about HR process delivery. It would be beneficial to view the idea of the multitier variously – as a device for enhancing the outcomes of HR groups, as a step forward in the evolution of human resources practices, as a method of growing productive engagement between organizations and their employees, and as a composite technique that aids organizations to attain their strategic goals. Meanwhile, HR professionals could elect to invest effort in registering their experiences with multitier HR process delivery within spaces of flow diagrams. This initiative could spark new ventures into process design, as also fresh ideation in the methods of optimizing process delivery to various departments. Therefore, we could state that flowcharts can operate as premier tools of modern analytics designed to drive specific aspects of growth in modern organizations.

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