October 2021 HR Lineup

HR L I NEUP OCTOBER

13

— GBS HR – Supporting Business Success Business Area HR leaders weigh in on GBS HR governance

and how it supports the people experience

With the introduction of the ABB Way operating model, there have been ques- tions raised regarding the scope of GBS HR and its governance. This article was drafted in response to your questions and to help clarify how GBS HR supports the businesses. The current GBS Human Resources organi- zation was established in late 2019 as part of the ABB-OS transformation. It is organized into three pillars: GBS HR Expert Services, GBS HR Operational Ser- vices and GBS HR Excellence. Through these pillars, GBS HR strives to create an outstanding people experience, part- nering closely with the businesses to help drive ongoing growth and success. In the context of the new Hire to Retire (H2R) core HR policy, GBS HR has been given by businesses the responsibility for delivering all common HR processes. As Herve de Barbeyrac, Process Automa- tion (PA) noted, “this delivery model helps the businesses to benefit from more ef- fective and efficient HR support, to be more agile in addressing business evolu-

tions, like divestitures and acquisitions, and contributes to productivity targets the businesses have to deliver.” From a governance standpoint, GBS HR exists within and among the businesses, and there are regular touchpoints between GBS HR and various key stakeholders in the business areas, divisions and countries to ensure continued alignment. These touchpoints enable active collabora- tion as well as regular opportunities to review, challenge and support GBS HR performance with investments and improvement plans. They also allow con- tinuous alignment and prioritization on future people-related actions. “In my view, the strongest benefits of working with GBS HR include driving resource efficiency and realizing opportu- nities to optimize operations for both core and common processes,” said Cherry Sheng, Motion (MO). “I have seen good progress in both transparency regarding the GBS HR operating model and perfor- mance, and KPI-based performance management. What we need to continue