Businesses need to concentrate on four things:

1. rethinking the role of business partner to enable a better understanding of the vital link with strategy,

2. using people analytics to identify the talent actions that will drive the value.

3. fixing HR operations so they are not a distraction from HR's higher mission.

4. focusing HR resources in more agile ways so as to support these fresh priorities

Rethinking the role of business partner

Replacing the business-partner role entirely with a new talent value leader (TVL)

The talent value leader

Unlike the typical HR business partner of today, TVLs should be held to account using metrics that capture year-to-year skills development, capability gaps, engagement, and attrition.

And to the maximum extent possible, they should be disconnected from the day-to-day concerns of operational HR so as not to get pulled back into dealing with employee issues-that means eliminating the HR liaison role that so many HR business partners play today.

PUT PEOPLE ANALYTICS AT THE CORE

the ability to embed data analytics into day-to-day HR processes consistently and to use their predictive power to drive better decision making.

Embedded analytics, by contrast, either inform or replace these steps with algorithms that leverage the data to drive fact-based insights, 1 which are then directly linked to the deployment steps in the process.

For example, many companies now use HR analytics to address attrition, HR will start to drive strategic talent value in a more consistent way, rather than episodically and piecemeal as at present.

FIX HR OPERATIONS

There are three critical operational priorities for the HR organization of the future:

1-continuous process improvement,

2-next-generation automation technology,

3- user-experience-focused service improvement

Article : The CEO’s guide to competing through HR By by Frank Bafaro, Diana Ellsworth, and Neel Gandhi