更敏捷：全球高增長企業(yè)敏捷性研究++Becoming+More+Agile：A+Global+Study+on+Agility+in+High-Growth+Enterprises

eBook

BecomingMoreAgile:

AGlobalStudyonAgilityinHigh-GrowthEnterprises

TableofContents

Introduction3

Responsive:ContinuousPlanning4

Adaptable:FluidStructureandProcesses8

Skilled:BuildingtheFutureWorkforce

11

Empowered:InformedandDelegatedDecision-Making

14

InControl:MeasurementandGuidance

17

Conclusion

21

Fivetraits

necessaryfor

organizational

agility.

Fluidstructuresandprocesses

Introduction

HumanresourcesisonthefrontlinemorethaneverasorganizationslooktotheirHRexpertisetonavigatethesechangingandunpredictabletimes.

ButHRisalsocentrallypositionedtoguidetheworkforceandthebusinessby:

廠

Adaptingexistingprocessesfornewwaysofworking

Engagingemployeesandpromotinggrowth

Ensuringfirmshavetherightskillsnowandintothefuture

TheimperativeforHRleadersinhigh-growthormid-enterprise1organizationsistodomorewithfewerresourcesandsmallerbudgets,whilekeepingthe

businessmovingforwardduringturbulenttimes.Howcantheyaccomplishthisfeat?Itallstartswithorganizationalagility.

1mid-enterprise=500to3,500employees

Unlockingagilityisofteneasiersaidthandone.But,fromourglobalsurveyof

nearly1,000businessleaders—“OrganizationalAgilityatScale:TheKeytoDrivingDigitalGrowth”—wediscoveredthattop-performing,agileorganizationsshare

fivekeytraits.

Continuous

planning

Measurementandguidance

Buildingthefutureworkforce

Informedand

empowered

decision-making

CreatingarobuststrategyacrossthesefivetraitswillhelpHRleadersincreaseorganizationalagilityfortimesofrapidchange.InthiseBook,weexplorehowHRleaderscanadoptthesetraitstobetterengagetheirworkforceandprovidestrategicguidancetotheirboardandC-suitecounterparts.

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|3

Responsive:continuousplanning.

Basedonreal-timeinformation,continuousplanningenablesorganizationsto

reactfastertoshiftingmarketconditionsandpotentialrisks.Withtherighttools,HRleaderscanbeconfidentintheirdecisionsandsupportwidercompanygoals.Theycanalsobemorestrategic,adaptingtheirworkforceplansasbusiness

needschangeandcollaboratingmoreeffectivelywithotherfunctionalteams.

HRleaderswhocontinuouslyplan:

Betterunderstandtheirinternalworkforce—theyknowthetalenttheyhaveandthegapstheyneedtofilltoachievebusinessgoals

Canmaximizetheirexistingworkforce—reskillingandupskillingemployeesandmakingthebusinesslessreliantoncostlyandtime-consumingexternalhiring

Haveinsightsintoworkforceskillsandcapabilitiestohelptheir

organizationpivotasrequiredandtakeadvantageofopportunities

Ourresearchhighlightedwhatleadersconsiderasthethreemainhurdlestomorecontinuousreal-timeplanning:alackofemployeeskills,abureaucraticculture,andinflexibletechnology.HRleadershavethepotentialtoinitiate

realchangeintheseareasandcontributetotheirorganization’sgoalsandbottomline.

Threestepstocontinuousplanning.

1Knowyourbusiness,knowyourworkforce.Ifyouunderstandyourcompany’sstrategicneeds,youcanadoptafluidworkforcestrategythathelpsitrespondtomarketchanges.Havingacompletepictureofyourworkforcemixallowsyoutoalignresourcesdynamically

accordingtotheneedsofyourbusiness.Thisincludesidentifyingnewrolesforexistingemployeesanddetermininghigh-demandskills.Accuratedataisalsonecessaryforyouandotherleaders

withinyourorganizationtounderstandthecostofyourworkforce.

2Instillanopenculture.Puttinganendtobureaucracyandbreakingdownbarriersbetweenteamsanddepartmentsincreases

collaborationandknowledgesharing,andleadstobetter

planning.Systemsthatconnectfunctionalteams—suchasHR,

payroll,finance,andrecruiting—arecriticalbecausetheyenable

decision-makingacrossthebusinessthat’ssupportedbyup-to-dateinformation,whichultimatelyinformscontinuousplanningand

growth.

3Harnessup-to-datetechnologyandtools.Leaderswhosupport

continuousplanningbyimplementingnewtechnologyare5xmorelikelytohavetheagilitynecessarytorespondtochallenges.For

HR,technologycanbethekeytobridgingdepartmentalgaps—forinstance,allowinggreatercommunicationandvisibilitybetween

corefunctions.Asingleviewenabledbyacentralplatformcan

informtheend-to-endprocesswithaccurateinformationanddrivevalueforthebusiness.

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|4

Barrierstoplanning.

Continuousplanningisafundamentaltraitofagileandsuccessfulorganizations.

Yet,asthefollowingsurveyresponsesshow,manyorganizationsfindcontinuous

planningchallengingbecauseofvariousbarriers.

Whatareyourorganization’smainbarrierstoadopting

amorecontinuousapproachtoplanning?

Barriers

APJ

EMEA

NA

Average

Organizationalculture

39%

28%

28%

32%

Lackofcommunicationacrossthebusiness

24%

26%

36%

29%

Lackofrelevantskills

37%

21%

27%

28%

Lackofworkforce

capacitytocontinuouslydeliver

19%

25%

24%

23%

OutdatedKPIs

20%

16%

18%

18%

Whatactionisyourorganizationgoingtotaketofacilitate

amorecontinuousapproachtoplanning?

Actions

APJ

EMEA

NA

Average

Upskilling,reskilling,

and/orrecruiting

39%

40%

30%

36%

Engagingthewider

organizationinplanningprocesses

30%

31%

30%

30%

Deployingsmart

technologies(AI,

ML,RPA)toincrease

workforcecapacity

28%

28%

32%

29%

Enablingreal-time

accesstoreliabledata

22%

30%

32%

28%

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|5

“

Weneededatoolthatwouldenableustoallworktogetherandaccuratelyrepresentthecomplexityofourbusinessandmonitorourprogress.Ifa

districtcutsitsbudgetsuddenly,weneedtoplanascenarioquicklytoseehowwecanstillserve

them.Icouldn’tdothatwithoutWorkdayAdaptivePlanningbackingupthosedecisionswithreal-timedata.

ElizabethCushing

President,Playworks

“

Whenyoustartbeingabletopaintapictureofa

worldwhereyoucanquicklyandeasilypullreportsonyourworkforceand,moreimportantly,be

confidentthatthedataisaccurate,thathasquiteanimpactattheleadershiplevel.Asthebusinessgrew,wewantedthesystemtogrowwithus,andthat’swhatledustoWorkday.

CathyArmor

DirectorforPeople,

CambridgeUniversityPress

“

WorkdayAdaptivePlanningischangingtheway

weoperatesowecansupportandinfluencethe

businessinsteadofsimplyprovidingreports.

MichaelO’Connell

COO,HairhouseWarehouse

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|6

OnlinegamblingoperatorKindredGroupsimplifiesworkforce

andheadcountplanningwithWorkday.

Manualspreadsheetscouldn’taccuratelymodelstaffingscenariosoradequately

capturefluctuationsinthemarket,whichmeantKindredGroup’sworkforceplans

didn’tsupportthebusiness.WorkdayAdaptivePlanninghasgivenKindredGroup

theabilitytomoreeffectivelyplanitsworkforcedevelopment.Theuser-friendly

interfaceenablespeoplethroughouttheorganizationtomodelworkforceplans

thatprovidestrongerbudgetsandforecasts.

)

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|7

Adaptable:fluidstructureandprocesses.

Asourever-changingbusinessenvironmentbringsnewchallengesthatrequire

fastaction,it’scrucialthatorganizationalstructuresandprocesseshavethe

abilitytoquicklyadapt.Companieswithflexiblesystemsarebestpositionedto

realigntheirtwomostimportantassets:theirpeopleandcapital.

Withadaptablesystemsandasingleviewofdata,HRleadersinmedium

enterprisescan:

Understandimmediateandfutureworkforceneedsandensure

investmentintherightareas

Breakdownbarriersbetweendifferentpartsoftheorganization

toincreasetransparencyandcollaboration

Adaptrecruitmentandupskillinginitiatives,andreallocatepeople

quicklyasrequiredtomaximizeprofitability

Investinginpeopleisthemostsignificantthingyoucandotosupportthe

business.ThismeansbuildingasolidHRfoundation,startingwithaplan-to-hire

processthatmatchesindividualswiththeskillsthecompanyneeds.Youmust

alsolookathowemployeesareencouragedandrewarded.Adoptingamore

personalizedapproachtoengagement,learning,andgrowthcangiveyour

organizationtheedgeinattractingandretainingthetalentitneedsto

capitalizeonnewopportunities.

Deliveringthissuccessfullyrequiresalignmentbetweenfunctionsand

visibilityofinformation.Withasolid,employee-focusedstrategybacked

byenterprise-gradetechnologythatlinksallpartsofthebusiness,your

organizationwillberesilientinthefaceofchangingmarketdynamics.

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|8

WhichbestdescribestheresponseofyourorganizationtotheCOVID-19pandemicanditsongoingimpact?

81%

75%

APJ

EMEA

76%

71%

NA

Average

Swiftchangein

businessprocesses

Littletonochangeinbusinessprocesses

Respondingtothepandemic.

HowacompanyrespondedtotheCOVID-19pandemicanditscontinuingaftermathsaysalotaboutitsabilityorpotentialtobeagile.Thefollowingsurveyresponsesshowthatnearly3xasmanycompaniesquicklychangedtheirbusinessprocessesinresponsetothepandemicthanthosethat

didn’t—apromisingsignfortheoverallagilitylandscape.

“

Wefocusonprovidingaculturethatenables

internalgrowthandhighemployeeengagement,

sotransparencyiskey.PriortoWorkday,wedidn’thaveatrueHRsystem—wehadonesystem

forpayrollandmanagedalotinspreadsheets.

Everythingwasdisparate,whichmadeithardto

findanswersquickly.Wedon’thavethatissuewithWorkday.Alltheinformationweneedisavailableatourfingertips.

RobertStovall

CFO,MATRIXResources

“

Withonesystemourfinance,HR,andpayroll

departmentscannowcollaboratemoreeffectivelyandeliminatedatadiscrepancies,savingthem

timeandprovidingaclearviewofthebusiness.Essentially,ourdepartmentshavegonefromapurelyoperationaltoamorestrategicfocus.

FranckHaiblé

WorkdayProjectManager,Webedia

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|9

TransurbanmakestherightdecisionswithoneviewinWorkday.

Astoll-roadoperatorTransurbanapproacheditsnextgrowthcycle,itneeded

toensureitscoreprocessesspanningfinance,HR,andprocurementwere

effectivelysupportingthebusiness.WithWorkdayEnterpriseManagement

Cloud,Transurbangetsasingleversionofthetruthacrossfunctions,enabling

betterdecision-makingwithinteamsandmanagement.LisaTobin,group

executiveofTransurbanGroup,says,“Workdayenabledourdatatobevisibleand

integratedacrosstheorganization,soourprocessescouldbeconnectedand

haveintegrityacrossagrowingandchangingcompany.”

SinglesystemhelpsERPAstrengthenemployee-ledcultureandboost

staffengagement.

TechnologyservicesfirmERPAwantedtotransformitssiloed,manualsystems

andgiveitsworkforceaccesstoeasy-to-usetoolsandaccurate,up-to-date

information.Now,insteadofhavingtologintomultipleapplications,employees

canseealltheworkforcedatatheyneedinoneplacewithWorkday.Thesoftware

providesabetteruserexperienceforthecompany’s600remoteworkers,who

enjoytheintuitiveinterfaceandfeelempoweredbytheself-servicecapabilities.

k

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|10

Skilled:buildingthefutureworkforce.

ThreekeychallengesforHRleadersinbuildingaskilledworkforce.1Understandingyourskillslandscape.Employeecommunication

iscentraltocatalogingtheskillsacrossyourworkforce.People

areoftenbestplacedtoidentifywhichskillstheywillneedto

developtheirroles,andasanHRleader,youneedtoencouragethisprocessandprovideawaytomaketheinformationavailableacrosstheorganization.Thiswillgiveyourbusinesstheagilitytomatchworktoexistingemployees,helpingitshiftinnewareasasopportunitiesemerge.

2Identifyingwhat’smissing.Howdoyouknowwhichskillsyour

enterprisewillrequireinthenear-andlong-term?Cross-functionalcollaborationisvital,asisanunderstandingofthewiderobjectivessetoutbytheC-suiteandboard.

3Fillingtheskillsgap.Howdoyouempoweryourworkforcetotake

responsibilityfortheirskillsjourney?Howdoyoupromotelearning?Encouragingacultureofemployeedevelopmentwillhelpyouget

therighttrainingtotherightpeople.Lookingtofilltheskillsgapsinternallythrougheducationoftenpaysdividendsandavoidscostlyandtime-consumingrecruitmentprocesses.

Havingtherightskillsgivesorganizationstheagilitytodealwithchange.And

asthebusinesslandscapecontinuestoevolve—withnewskillsemerging

andothersbecomingobsolete—managingtheworkforcewillbeessentialfor

companiesinordertorealizetheirdigitalplans.

Asshowninoursurvey“OrganizationalAgilityatScale:TheKeytoDrivingDigital

Growth,”leadingfirmsaresignificantlymorelikelytohaveplanstoupskilltheir

workforceinordertocontendwiththeevolvingnatureofwork.Byincreasing

thecapabilitiesofyourexistingemployees,younotonlybuildtheskillsyou

needorganically,butyoualsoencourageemployeeengagementandcreatea

reputationasanorganizationthatvaluesandsupportsitsworkforce.

Becausemid-enterpriseorganizationsareoftenatanearlierstageofworkforce

planning,itisespeciallyimportantforHRleaderstodrivethedirectionofthe

skillsstrategy.HRshouldbeatthecenterofinitiatives,playingapivotalrolein

developinginternaltalentandencouragingacultureoflearningthatwillbenefit

boththebusinessandtheworkforce.Moreimportantly,bybuildingthebasics—

processes,systems,andculture—youwillbeestablishingafoundationforyour

organization’sgrowth.

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|11

OutdoorclothingdesignerPatagoniagetsdata-driveninsightintoitsskillslandscape.

Withasuccessfulbrandandculture,Patagonia’sHRleadershipknewhow

importantitwastokeeptheiremployeesengagedandsupportedintheircareerdevelopment.UsingmachinelearninginWorkday,thefirmnowhasaccess

toaccurate,real-timeworkforceinformation,enablingittosupportemployee

growthanddevelopment.KylieRiley,WorkdaymanageratPatagonia,says,“It’sreallyimportantthatwehaveinternalopportunitiesforouremployees,becausewewanttomakesuretheycancontinuetocontributetothebusinessin

amazingways.”

“

Oneofthechallengesofinternalrecruitmentisthatyou’realwaysplayingthewaitinggame.WithmachinelearninginWorkday,wenolongerhavetowait.

ShannonEllis

DirectorofHumanResources,Patagonia

“

Before,wecouldn’tcollectskillsdataonevery

singlepersoninthecompany.Skillsdataonour

employeepopulationwasabout28%;withWorkday,wewereabletoupthatto73%.

KylieRiley

WorkdayManager,Patagonia

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|12

Barrierstoembeddingnewcapabilities.

Increasingandmaintainingorganizationalagilityrequirescontinually

embeddingnewcapabilitieswithinanorganization’sworkforcethrough

recruitingorupskilling.Buttodaymorethanever,companiesface

considerableheadwindsinhiringandretainingtalentwiththerequiredskills,asthefollowingchartillustrates.

Whatarethebarrierstoembeddingnewrecruitmentand

upskillingcapabilitieswithinyourorganization?

Barriers

APJ

EMEA

NA

Average

Globalmarket

uncertainty

(COVID-19pandemic)

44%

51%

41%

45%

Difficultyhiring/retainingemployeeswiththe

requiredskills

33%

31%

29%

31%

Lackofbudgetand/orresourcesforretrainingandupskillingexistingemployees

29%

28%

32%

30%

Lackoftherequired

skillsinthejobmarket

28%

27%

28%

28%

22%

20%

23%

21%

LackofC-suite/

board-levelsupport

“

Workdaymadeitmucheasierforteamleadersto

workoutwhethertheyhadtherightcomplement

ofskillsandstaff,andwhethertheirbudgetcould

accommodatetheteam’stotalremuneration.

AlisonTweedale

HeadofTransformation,GenesisSpecialistCarePtyLtd

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|13

Empowered:informedanddelegated

decision-making.

Leadersandmanagersneedtobeequippedwiththerightinformationattherighttimetomakethebestpossibledecisions.Butfastdecision-makinginarapidlychangingworldcannotbelefttochance—itrequiresastructuredapproachtocollectingandanalyzingdataenterprise-wide.

Responsestooursurveyindicatethatmorethanhalfofleadersbelievethat

accesstodatawithintheirorganizationissomewhataccessible,butremainsoutdatedandsiloed.Gettingdataoutofthesedisparatesystemsandmakingitusableacrossallfunctionsisthefirststeptocreatingaconsistentviewofthebusinessandenablingagiledecision-making.Next,applyingmachinelearningcancomplementhumanskillstogetfasterinsightintoareasoftheenterprisethatdirectlyimpactthebottomline.

HRleadershaveavitalroletoplayinprovidingusable,timelymetricsthat

solvechallengesandsupportgrowth.Stronganalyticsdeliveredthrougha

singlesystemallowHRprofessionalstostrategicallysupportleadershipteams,helpingthembetterunderstandoperationalefficiencythroughkeyperformanceindicators,suchas:

Workforcemixincludingskills,capabilities,

andcareerinterests

Workforcecostsacrossthebusiness,aswellaswithin

departmentsandteams

Employeeproductivity

Costofinternalandexternal

recruitment

Thesemetricsareespeciallyimportantfororganizationsexperiencinggrowthortransition,enablingthemtokeepupwithrapidlychangingworkdynamicsbasedonreal-timeinsight.Fast,well-informeddecision-makingsavesresourcesand

increasessuccess.

“

We’reoneofthefastest-growingcompaniesin

SoutheastAsia,andwithoutastrongenginesuchasWorkdaybehinduspoweringourdataand

peopleinformation,ourgrowthwouldnotbeas

fast—plus,wewouldn’tknowifweweremakingtherightdecisions.

ChinYinOng

HeadofPeople,Grab

“

Workdayprovideduswithasingleglobalprocessforseveralareasofthebusinessandstreamlinedourprocesses,whichhelpeduscreatetrue

alignmentbetweenourteamsglobally.

CyrilGuitter

HeadofGlobalHRIS,Evotec

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|14

Usingdatatosupportsuccess:Grabgrowsfromride-hailingstart-upto

multinationalenterprise.

BasedinSingapore,Grabprovidesarangeofservicesfromsafetransport

systemstofinancialproducts.Thecompanywasexpandingrapidlyandneeded

amorestructuredapproachtomanagingitsworkforceandgaininginsightfrom

itspeopledata.Real-timeanalyticsthroughmachinelearninginWorkdayhas

helpedtheHRteambecomehighlyresponsivetothebusiness,workingside

bysidewithmanagementandprovidingmetricsthatpromotegreatergrowth

andsuccess.

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|15

24%

69%

7%

Accesstorelevantdata.

Accessibilitytodatadoesn’tseemtobeachallengeformanyorganizations.

However,questionsremainaboutthebestwaytogatherandshareactionable

insights,whichwediscusslater.Lackofanalyticalskillswithintheorganization,

referencedinthenextsection,isalsoakeyimpediment.

Doyouagreeordisagreethatrelevantdataencouragesemployeesatalllevelstomakedecisions?

AgreeDisagreeNeutral

APJ

EMEA

NA

12%

6%

77%

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|16

82%

16%

7%

Incontrol:performancemeasurement

andguidance.

HRleaderscanacceleratedigitalrevenuegrowthby:

Connectingpeopleperformancewithcompanyperformance

Constantlymeasuringperformancehelpsbusinessespivotquicklyaway

fromfailingproductsorinvestmentsandpursuesuccessfulnewventures.

Effectivelyaligningresourceswithdigitalprograms

Ensuringacultureofinnovationacrosstheorganization

Bytrackingtherightpeople,projects,andprocesses,organizationscanquickly

spotsuccessesandfailuresanddeployresources—bothpeopleandcapital—

accordingly.

Trackingperformanceisessentialforagility—ithelpsleadersunderstandhow

investmentsaremadeacrosstheenterpriseandthechangesindirection

thatareneededtothrive.Inthisway,measurementandunderstandingof

performanceinrealtimeisavitaltoolinnavigatingrisk.

Recruitingandretainingpeoplethatare

flexibleinthefaceofchangeandcanadapttonewbusinesssituations

Isthecostofdevelopinganewservicestartingtooutstripitspotentialvalue?

Whatinitiativeswithinyourfirmwouldboostthebottomlinewithasmall

additionalincreaseininvestment?ThesearequestionsthatHRleaderscanhelp

answeriftheyhaveanup-to-dateunderstandingoftheirpeopleandroles,and

thecompany’slargergoals.

Sowhilea“failfast”mentalitystartswithintheboardandC-suite,itmustbe

presentthroughouttheworkforceforanorganizationtomaximizeitsdigital

success.

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|17

Service-focusedbankgetsacompleteviewofitsoperations

withWorkday.

OrientalBank,whichservesconsumersandbusinessesinPuertoRico,wantedto

automateprocessesanddrivedigitalplatforms.However,thisstrategicinitiative

washamperedbyfragmentedback-officesystems.UsingWorkday,thebank

nowhasaplatformthatcombinesHRandfinancialdata,helpingitstreamline

internalprocessesandgiveteamsorganization-wideaccesstoinformationto

bettersupportbusinessstrategies.

“

It’simportantthatwemaketherightdecisionsfor

ourpeopleandourfinancialsuccess.Workdayhas

putinformationintothehandsofeveryoneacross

thebusiness.WeseeWorkdayaspartofalarger

ecosystemthatsupportstheeffectivegrowthof

thebank.

GaneshKumar

ChiefOperatingOfficer,OrientalBank

BecomingMoreAgile:AGlobalStudyonAgilityinHigh-GrowthEnterprises|18

Lackofanalyticalskills

37%

24%

26%

29%

Barrierstoupdatingmetrics.

Becausedecisionsareonlyasgoodasthedatathey’rebasedon,ensuringthatkeymetricsareuptodateshouldbeatoppriority.Formanycompanies,thisgoaliseasiersaidthandonebecausetheylackaccesstotrustworthydata.

Whatareyourmainbarrierstoensuringthatmetricsareupdated

andalignedwithyourbusinessobjectives?

Barriers

APJ

NA

Average

EMEA

Bureaucratic

17%

27%

32%

25%

decision-making

Lackofintegration

21%

32%

30%

28%

betweensystemsand/or

software

Lackofcloud-based

technologies(real-timeanalytics,autonomousdatabase)

Change-averseculture

Lackofprocessfor

regularreviewofmetrics

27%

31%

24%

27%

23%

21%

25%

27%

16%

26%

27%

20%

Whatactionsareyoutakingtoensurethatmetricsareupdated

andalignedwithyourbusinessobjectives?

Actions

APJ

EMEA

NA

Average

Increasinginvestmentincloud-basedtechnologies(real-timeanalytics,