In 2024, Jessica published her doctorate research that examined how HR functions are organised and what influences the organisation of HR.​

 

This led to a new theory which defined HR operating systems, rather than HR operating models. Meaning that they are continuously evolving and adapting to the wider system in which they are operating and their specific context.

​​

One size fits all HR operating models are not appropriate in this ever-changing world. Neither is approaching change as a transformation that happens every few years, HR functions need to be continuously adapting.

​​

We therefore work with organisations and their HR functions to support them to continuously adapt. Drawing upon systems thinking to enable them to evaluate their current operation and to identify what needs to be different and supporting them to make the necessary changes. The goal is for teams to develop the skills and capabilities so that they can self-transform and reduce their dependency on consultants to advise and deliver change for them.

​​

HR functions are no longer driven only by efficiency and cost-savings but also focussed on ensuring that they can support their organisations needs and provide career development for their team and maintain their wellbeing, particularly following COVID. Therefore, the work we do balances the desired outcomes of efficiency, effectiveness, wellbeing and empowerment of the HR team to own their change.