After doubling headcount and growing its geographic footprint from 40 to 72 countries through a series of acquisitions and enterprise transformation initiatives, the HR function of a leading marketing services and technology provider struggled to meet the demands of its rapidly growing business.
FTI Consulting was engaged to perform a current-state assessment of the function’s inefficiencies, gaps and capacity issues to inform the design and implementation of a target operating model suitable to support the business as it continues to scale.
The client implemented a modern, scalable and global HR function — moving from conceptual operating model design and business case to a successful go-live in eight months.
The engagement delivered $1 million in sustainable run-rate savings, which was reinvested to upgrade talent and build new capabilities across HR business partnering, operations, technology and total rewards — transforming and upgrading the HR function on a net-neutral cost basis.
All of the client’s systems were successfully reconfigured to align with new business requirements, including expanded self-service capabilities and standardized global workflows.
Significant improvements in processes and technology allowed the client to automate workflows and shift its focus from transactional support to strategic advisory.
FTI Consulting analyzed time spent on HR activities globally to identify key inefficiencies and where strategic resources were over-allocated to transactional activities.
Our experts developed a new HR operating model designed to improve shared services, streamline processes and upgrade systems across the client’s expanded geographic footprint.
The team configured the client’s HR systems to support the new operating model, including upgrades to its human capital management (“HCM”) and ticketing systems.
Select hire-to-retire processes were redesigned, and the client improved end-user experience for transactional HR activities.
FTI Consulting developed and oversaw the detailed talent transition plan, including talent retention periods, recruitment of resources to support the new operating model, compensation design, job description development, knowledge sharing and severance modeling.
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