Research & news

January 31, 2018

Orion Partners’ top 5 predictions for the HR technology market in 2018

Change is the common thread that runs through all our working lives. Irrespective of sector or size of organisation, the need to respond effectively to the changing demands of customers and consumers at ever increasing speed is generally what determines survival. Wider changes impacting the way we work, how we view work and what this will mean for the whole concept of what is work are all questions taxing the best brains. In an increasingly turbulent world, the ability of organisations to anticipate new opportunities and respond and transform effectively has been given a new name -  agility.
September 19, 2017

Agile HR – Mindset not Methodology

Change is the common thread that runs through all our working lives. Irrespective of sector or size of organisation, the need to respond effectively to the changing demands of customers and consumers at ever increasing speed is generally what determines survival. Wider changes impacting the way we work, how we view work and what this will mean for the whole concept of what is work are all questions taxing the best brains. In an increasingly turbulent world, the ability of organisations to anticipate new opportunities and respond and transform effectively has been given a new name -  agility.
June 18, 2014

What have 18 years of the Ulrich model done for HR?

In his book ‘Human Resource Champions, published in 1996, David Ulrich proposed a differentiation of HR activity dependent on the extent to which each role was process or people oriented and strategically or operationally focused. Ulrich’s work led many organisations to move away from a historical model that was populated by generalists and to adopt a new model for HR services.

We wanted to know what impact this model has had on HR. Specifically we asked questions on how organisations had responded to the opportunities and challenges offered by the model; how had they gone about it and whether the model delivered on the promised benefits.
November 18, 2011

Talent Management – The Rise of the Roberts

Why cloning talented people isn’t the answer to great talent strategy.
June 20, 2008

Guide to Next Generation Shared Services

Leaders of HR shared services face a difficult series of choices after their operation has been established for the first two to three years.
The team is established, the service measures are regularly 'green', customers expect a quality service as standard, and the pressure to reduce costs continues to bear down. Once the initial business case has been delivered, where do they go next? What should their strategy be for developing the operation?
Once established, HR shared services offer enormous potential. Having gained control of the technology and the core processes and often having built a completely new set of skills, opportunities exist...