Process mapping: an essential tool for governance

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Optimising the efficiency of HR teams is becoming a strategic issue for companies. But how can this be achieved in practical terms? HR process mapping provides a relevant answer. By providing a precise overview of procedures and stakeholders, it enables areas for improvement to be identified quickly.

What is process mapping?

Process mapping involves visually modelling an organisation’s various processes to obtain an overview of how they operate.

In practical terms, the map identifies and describes in detail all the stages making up HR procedures, from initiation to completion. Each activity is entered with its characteristics: inputs, outputs, people involved, tools used, deadlines, etc.

Processes are represented in the form of diagrams, generally workflows. These illustrate the sequence of tasks, validation loops, decision-making circuits and interactions between departments.

Mapping can be read at both micro and macro level, making it a comprehensive reference on the organisation of HR processes. It documents precisely how they are constructed and how they operate internally. What’s more, this modelling is essential for improving efficiency.

Why map processes?

What are the objectives of process mapping?

Process mapping enables in-depth improvements to be made to a company’s internal organisation. By accurately modelling procedures, it provides an overall vision for identifying areas for optimisation. Mapping is therefore an essential prerequisite for any action to transform existing processes.

Mapping also aims to streamline and simplify processes. By analysing each stage in detail, it identifies irritants and points of complexity that need to be eliminated. Eliminating these frictions helps to make procedures more agile.

Mapping also strengthens process governance. By documenting them exhaustively, it establishes rigorous frames of reference that can be understood by everyone involved. This documentation constitutes a standard for managing workflows.

Finally, modelling the end-to-end interactions in the processes facilitates collaboration between teams. Everyone has a clear view of their contribution to the overall workflow, which improves coordination.

The benefits of process mapping for businesses

There are a number of benefits to be gained from creating a process map:

  • Macro and micro vision of processes: the map models the workflow from end to end, while going down to a very fine level of detail in each procedure. This dual view provides a precise understanding of how the overall process works, as well as the specific features of each process.
  • Determine exactly how to improve a process thanks to in-depth analysis: the mapping precisely identifies the sticking points in each task to shed light on the improvements to be made.
  • Document processes rigorously to provide a complete repository: mapping provides formal documentation detailing all the stages, roles, tools, business rules, etc.
  • Improve communication and collaboration between teams thanks to an overview of interactions: mapping illustrates all the points of co-ordination between departments to make exchanges more fluid.
  • Efficiently plan future process optimisation and automation projects: modelling sheds light on automation possibilities and provides a breeding ground for future projects.

Mapping therefore provides an extremely accurate snapshot of how processes are organised, a prerequisite for taking action to improve their performance.

How do you map processes to suit your organisation?

Process mapping follows a rigorous, multi-stage methodology:

1. Define the objectives of each process (very) precisely

This involves formalising the purpose of each HR workflow: what is its purpose? What added value does it deliver? What results should it produce?

2. Determine the expected results of each procedure

For each process, list exhaustively the deliverables that must be provided at the end of its execution.

3. Identify all the stakeholders involved

Identify all the internal and external stakeholders involved in the HR workflows.

4. List the resources used in each process

This involves listing the tools, applications, documents and logistical resources used to carry out the tasks.

5. Indicate regulatory and operational constraints

Identify the legal frameworks and business rules that apply to the processes.

6. Produce detailed process documentation

Accurately model the sequencing of tasks, validations and decision loops for each workflow.

7. Highlight areas for improvement

Analyse irritants and areas for optimisation or automation in each process.

This methodology guarantees a tailor-made mapping, a faithful reflection of the existing situation, which opens the way to prospects for development.

In conclusion, investing in an in-depth mapping of HR processes is a real lever for progress. By meticulously modelling HR procedures, mapping provides an in-depth understanding of how they are constructed and how they interact. This overall view sheds light on the concrete levers to be used to streamline and optimise the organisation of processes.

Armed with this information, HR teams can embark on an in-depth transformation of their processes, guaranteeing greater agility and performance. In this way, the mapping provides a solid foundation on which to build a digitised, simplified HR organisation focused on added value.

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