HR Transformation

Reimagine the employee experience.

ISG applies expertise, market data and design-thinking to help organizations navigate their unique journey to engage employees and managers in the delivery of high-quality HR services and experience. 

Nearly half of all HR transformation is focused on deploying technology levers – an integrated HCM, employee experience and workflow tools, or automation with chatbots, RPA or AI software. The other half concentrates on service delivery levers that redesign processes and roles carried out by shared services, centers of expertise and business partners. 

ISG can support you in building a strategy, executing your plan or optimizing existing capabilities, whether you want to transform all of HR, focus on operations, or laser focus on payroll, recruiting, talent, benefits, compensation or contact center. ISG brings fact-based insights, de-mystifies trends, and applies hands-on experience to help you avoid pitfalls and ensure successful outcomes. ISG is a neutral party, well known for our ability to develop an actionable business case.

HR benchmarks and strategy assessment: Comparing your HR costs, staffing, and service levels to peer-comparator data in total and by function provides meaningful diagnosis of where you are today and  roadmaps that take you where you need to go tomorrow.

Target operating models: We use the latest in design-thinking and real-world market data to help you design a target operating model, improve labor compliance and transform the role of HR.

Shared services design/optimization: Today’s shared services are built for continuous growth and improvement. Reach out to an ISG advisor to understand what’s new, what’s next, and where you will get the greatest return as you seek ways to keep up with the rapid rate of change in the market.

Retained organization size and role definition: Mobile, direct access and shared services change the employee experience and introduce the need to revisit the roles, escalations, and handoffs within HR. Redraw and refocus HR responsibilities, right-size roles, uplift capabilities, and upskill resources with ISG as your trusted advisor.

Process optimization and automation roadmap: Making your way through inconsistent HR processes and systems in a cost-effective way can be a struggle.  Plan your enhancements in waves, or leapfrog gaps in technology or automation. Seasoned experts at ISG can recommend ways to optimize and automate processes that will leverage best practices and priorities to best suit your objectives. 

Workforce strategy and labor compliance: Along with process and technology, people remain a critical ingredient in the workplace of the future. ISG advises companies seeking new ways to attract, develop and retain talent. The new digital fabric can revolutionize hiring, target solutions for difficult positions, and blur the lines between employees, contractors and freelancers. As labor compliance becomes increasingly complex, ISG suggests ways to protect your workforce and avoid consequences from complex employment requirements.

Protecting Payroll through a Pandemic


As the global coronavirus pandemic continues, businesses are actively re-evaluating their business operations contingency plans amid mass lockdowns and shelter-in-place directives. By now, most companies have found their way to a new operating norm with employees working from home where possible and returning to work where essential. The next great challenge for companies lies in finding ways to ensure their employees are paid.  

Here are the top considerations for creating a payroll operations contingency plan.

  1. Policy announcements and changes: As a payroll leader, you are in a unique position to provide key inputs when it comes to making the kinds of short- and medium-term changes to payroll that are in line with your culture, business forecast and stated public positions. Decisions about employees depend on payroll data and projections that help answer questions like what percentage of our employees are on statutory sick pay? And what is the cost of furloughing people? Payroll leaders are now evaluating the cost to maintain employees with and without government programs and comparing them to scenarios that reduce labor costs by furlough in hopes of minimizing severance and cost to rehire later. Some organizations must consider how unemployment and other federal programs play into the decision to terminate and rehire employees. Payroll policy decisions are not always truly strategic, but the current pandemic crisis puts payroll policy and strategy in the spotlight.
  2. Upcoming legal requirements: Congress and the current administration have taken some actions to help employees get through the current economic uncertainty, which includes the passage of the CARES Act. Payroll operations will need to maintain compliance through this and many subsequent government measures for paycheck protection and eligibility for business loans and incentives. A landslide of new programs, measures, calculations and compliance actions – which vary by country, province and local governing bodies – will spur the demand for new configurations, calculations and tax tables. Plan now to ensure you have knowledgeable resources on hand who understand what changes are included in your payroll platform or services contract.
  3. Business continuity: As response to the pandemic extends beyond shutdown to reopen, payroll leaders are focusing on being better prepared in the future. Expect leadership to insist on updated and formalized business continuity plans for both internal and outsourced operations.

    Ensure you have trained staff to continue operations and provide back up to cover absentee staff, global unemployment surges and employees exiting to fill new roles. 

  4. Cost Takeout: Cutting cost is not just about cutting employees. Pandemic payroll delivery may have confirmed suspicions that your payroll processing cost is too high, decentralized payroll is redundant, or that your current mix of payroll provider and retained staff has too many points of failure. A rapid assessment of your delivery model to quantify your savings opportunity can be done in as little as two weeks, producing a roadmap to navigate a path with steps to identify savings and create more resilient payroll operations. In the midst of today’s crisis, ISG is finding new ways to negotiate above-market provider fees, consolidate and harmonize operations, and design and execute agile teams to furlough and rehire employees en masse.

Whatever your situation may be, plan now to ensure that employees are paid accurately and on time. As a payroll leader, this is your chance to support senior executives in making the right decisions for your workforce.

ISG helps enterprises evaluate payroll operations, benchmark costs and prioritize activities to mitigate risk and minimize disruption. Contact us to discuss how we can help.


About the author

Anoop Chawla

Anoop Chawla

As a Director in the ISG Business Operations – HR Advisory practice, Anoop Chawla brings more than 22 years of experience leading HR technology and service delivery engagements. He offers ISG clients end-to-end transformation guidance and his proven expertise in HR technology and service delivery and extensive knowledge of the trends that are vital to their success.

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