#1 Traditional concepts of COE, BP, and HRSS have to change
Concepts like COEs (Centers of Expertise), HRBPs (HR Business Partners), and HRSS (HR Shared services) being expected to lead to impactful business results turned to be useless since the people couldn’t handle it and were little or not skilled)
/ Time consumption. The internal company culture at big firms takes about 3 years to change while at smaller firms, this can be shortened from 1 to 3 years.
/ Lack of guaranty. CoEs are very flexible and can both innovate fast and fail fast, what leads to pure guaranty. “I know of a standards group in one organization where the people have been in the role of an average of 7-10 years. They’ve been telling others the “best practices” since forever and similarly, have not been out rolling up their sleeves and getting work done. They are career bureaucrats that are disconnected from the real value work being done by teams and they specialize in the writing of processes and standards that others need to follow. Wrong! Instead, establish term limits and rotate people in and out of the central group to keep them from getting stagnant. That rotation should be from agile teams and business areas, into the Champions team, and back out to the agile teams.”
/ HR business partners (HRBP) and HR centers of excellence (COE) are not always working well together. The HRBPs do not want to fill out info required by CoEs and COEs complain that the HRBPs have other priorities and are not focused, etc.
Dan Price, CEO of the startup Gravity Payments, learned this the hard way. While his intentions for implementing a minimum, guaranteed salary of $70,000 were well-meaning, the company lost customers, employees and Price had a suit filed against him by his own brother, the company’s co-founder.