At the bottom of the HR value pyramid, an HR organization must establish and manage the day to day processes that support the programs that, in turn, create the strategic partnering the core business requires.

These Processes include:
• Integrated HR Technology Management
• Payroll Management
• HR Data and Compliance Management
• Benefits and Compensation Management
• Employee Relationship Management and Communications

These HR back-office processes are tactical in nature and consume over 80% of the typical HR organization’s resources. Because these processes are critical to the operation of the core business, HR organizations are often forced to choose between tactical “keep the doors open” HR tasks and strategic “partner with the business” programs. This resource allocation problem is the reason so many HR organizations are relegated to administrators and not elevated to strategic partner status. As a result, few HR executives participate in boardroom decision-making and contribute to strategic planning.