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Personnel and Human Resources-adding value<br />by Fluid <br />March 2010<br />
Page 2<br />Contents<br />3-4 		Introduction to Fluid<br />5-7		Business partner<br />8-11		Real-life example of business ...
Page 3<br />Introduction<br />
Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed...
Selection</li></ul>-  Attraction<br />-  Remuneration & Reward <br />-  Outplacement<br />-  Training & HR consultancy<br />
Page 5<br />Business partner<br />
Page 6<br />Business partner 1 of 2<br /><ul><li>TYPICAL ACTIVITIES
Business HR strategy/workforce planning
Talent management
People and leadership development
Organisational effectiveness
Labour/employment relations
Total rewards
Performance management
Coaching</li></li></ul><li>Page 7<br />Business partner 2 of 2<br /><ul><li>CASE STUDIES
BDO Stoy Hayward
Coca Cola
EDF Energy
Glasgow Housing Association
Iceland Foods
Pfizer UK</li></li></ul><li>Page 8<br />Real-life example of business partner<br />
Page 9<br />Real-life example of business partner 1 of 3<br /><ul><li>ABOUT THE ORGANISATION
The AA is the largest motoring organisation in the UK, providing breakdown cover, insurance and associated motoring products.
THE CHALLENGE
A change in ownership created the need for a new HR organisation structure designed to support delivery of the business st...
Built a new HR structure around the business partner role
Business partners managed outsourcing contracts to help deliver savings to the business
Introduced new employment contracts so 96% of patrols accept flexible working
Launched performance management measures and incentives
Introduced a cross-business model of carrying out pay negotiations with unions</li></li></ul><li>Page 11<br />Real-life ex...
Profit has grown to a forecast £257M
AA Insurance reduced employee numbers from 1700 to 1300 in two years whilst attrition fell from 52% to 21%
AA Insurance achieved a 45% increase in profitability over three years
Temp costs were cut from £4M to £3M
Employee engagement scores increased from 2.9 to 5 out of 7</li></li></ul><li>Page 5<br />Raise the profile of HR<br />
Page 6<br />Raise the profile of HR<br /><ul><li>Establish your service
Find out what others think
Make sure you can do it
Publicise your service
Impress those at the top
Walk the talk
Maintain the momentum</li></li></ul><li>Page 14<br />Exercise A<br />
Page 15<br />Exercise A<br />
Page 16<br />Measurement<br />
Page 17<br />Measurement 1 of 2<br /><ul><li>Absenteeism
Accidents at work (and near-misses)
Appraisals
Attrition rates
Employee satisfaction surveys
Exit interviews
Interviews
Tribunal cases</li></li></ul><li>Page 18<br />Measurement 2 of 2<br /><ul><li>CASE STUDIES
BSkyB
Malmaison
Thorntons</li></li></ul><li>Page 19<br />Real-life example of measurement<br />
Page 20<br />Real-life example of measurement 1 of 3<br /><ul><li>ABOUT THE ORGANISATION
Standard Chartered Bank has increased revenue and headcount substantially throughout the banking crisis. Despite being con...
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HR March 2010

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One day workshop for a collection of both senior and junior HR individuals on recent developments with an emphasis on best practice, delivered in London.

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Transcript of "HR March 2010"

  1. 1. Personnel and Human Resources-adding value<br />by Fluid <br />March 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-7 Business partner<br />8-11 Real-life example of business partner<br />12-13 Raise the profile of HR<br />14-15 Exercise A<br />16-18 Measurement<br />19-22 Real-life example of measurement<br />23-32 Outsourcing<br />33-34 Exercise B<br />35-36 Making an informed contribution to mergers & acquisitions<br />37-39 Technology and software<br />40-43 Real-life example of technology<br />44-52 Making an impact<br />53-55 HR as a career<br />56-57 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Business partner<br />
  7. 7. Page 6<br />Business partner 1 of 2<br /><ul><li>TYPICAL ACTIVITIES
  8. 8. Business HR strategy/workforce planning
  9. 9. Talent management
  10. 10. People and leadership development
  11. 11. Organisational effectiveness
  12. 12. Labour/employment relations
  13. 13. Total rewards
  14. 14. Performance management
  15. 15. Coaching</li></li></ul><li>Page 7<br />Business partner 2 of 2<br /><ul><li>CASE STUDIES
  16. 16. BDO Stoy Hayward
  17. 17. Coca Cola
  18. 18. EDF Energy
  19. 19. Glasgow Housing Association
  20. 20. Iceland Foods
  21. 21. Pfizer UK</li></li></ul><li>Page 8<br />Real-life example of business partner<br />
  22. 22. Page 9<br />Real-life example of business partner 1 of 3<br /><ul><li>ABOUT THE ORGANISATION
  23. 23. The AA is the largest motoring organisation in the UK, providing breakdown cover, insurance and associated motoring products.
  24. 24. THE CHALLENGE
  25. 25. A change in ownership created the need for a new HR organisation structure designed to support delivery of the business strategy, targeted with growing profits from £100M to £300M in three years.</li></li></ul><li>Page 10<br />Real-life example of business partner 2 of 3<br /><ul><li>WHAT THE ORGANISATION DID
  26. 26. Built a new HR structure around the business partner role
  27. 27. Business partners managed outsourcing contracts to help deliver savings to the business
  28. 28. Introduced new employment contracts so 96% of patrols accept flexible working
  29. 29. Launched performance management measures and incentives
  30. 30. Introduced a cross-business model of carrying out pay negotiations with unions</li></li></ul><li>Page 11<br />Real-life example of business partner 3 of 3<br /><ul><li>BENEFITS AND ACHIEVEMENTS
  31. 31. Profit has grown to a forecast £257M
  32. 32. AA Insurance reduced employee numbers from 1700 to 1300 in two years whilst attrition fell from 52% to 21%
  33. 33. AA Insurance achieved a 45% increase in profitability over three years
  34. 34. Temp costs were cut from £4M to £3M
  35. 35. Employee engagement scores increased from 2.9 to 5 out of 7</li></li></ul><li>Page 5<br />Raise the profile of HR<br />
  36. 36. Page 6<br />Raise the profile of HR<br /><ul><li>Establish your service
  37. 37. Find out what others think
  38. 38. Make sure you can do it
  39. 39. Publicise your service
  40. 40. Impress those at the top
  41. 41. Walk the talk
  42. 42. Maintain the momentum</li></li></ul><li>Page 14<br />Exercise A<br />
  43. 43. Page 15<br />Exercise A<br />
  44. 44. Page 16<br />Measurement<br />
  45. 45. Page 17<br />Measurement 1 of 2<br /><ul><li>Absenteeism
  46. 46. Accidents at work (and near-misses)
  47. 47. Appraisals
  48. 48. Attrition rates
  49. 49. Employee satisfaction surveys
  50. 50. Exit interviews
  51. 51. Interviews
  52. 52. Tribunal cases</li></li></ul><li>Page 18<br />Measurement 2 of 2<br /><ul><li>CASE STUDIES
  53. 53. BSkyB
  54. 54. Malmaison
  55. 55. Thorntons</li></li></ul><li>Page 19<br />Real-life example of measurement<br />
  56. 56. Page 20<br />Real-life example of measurement 1 of 3<br /><ul><li>ABOUT THE ORGANISATION
  57. 57. Standard Chartered Bank has increased revenue and headcount substantially throughout the banking crisis. Despite being consistently ranked in the top 25 of the FTSE100, 90% of its profits come from Asia, Africa and the Middle East.
  58. 58. THE CHALLENGE
  59. 59. Standard Chartered has aggressive growth aspirations and the human capital team needs to: plan resourcing accordingly, identify and explore key issues including attrition, evaluate risks, monitor strategic goals including diversity and track trends over time.</li></li></ul><li>Page 21<br />Real-life example of measurement 2 of 3<br /><ul><li>WHAT THE ORGANISATION DID
  60. 60. Using standardised data from the global management information system and its HR shared-service in India, the bank launched human capital scorecards, which measure people-related data and answer key questions on the effectiveness of people processes and their impact on business performance such as capacity for growth, talent mobility and retention.</li></li></ul><li>Page 22<br />Real-life example of measurement 3 of 3<br /><ul><li>BENEFITS AND ACHIEVEMENTS
  61. 61. Internally developed software now enables Standard Chartered to produce 40 dynamic slides from raw data of all 60000 employees in less than a minute and at no cost. Previously it had taken a day and a half to produce each scorecard. All scorecards are now accessible to senior management through a secure website.</li></li></ul><li>Page 23<br />Outsourcing<br />
  62. 62. Page 24<br />Outsourcing 1 of 9<br /><ul><li>UNDERSTANDING THE JARGON
  63. 63. Human resources outsourcing
  64. 64. Business process outsourcing
  65. 65. Offshoring
  66. 66. Shared service centres
  67. 67. Key performance indicators
  68. 68. Service level agreements
  69. 69. Transfer of undertakings-protection of employment</li></li></ul><li>Page 25<br />Outsourcing 2 of 9<br /><ul><li>PREPARING FOR OUTSOURCING
  70. 70. Identify how outsourcing fits with strategic objectives
  71. 71. Agree which core competencies should be kept in-house and which should be outsourced
  72. 72. Identify a complete view of internal HR service delivery costs, the main cost drivers and the potential savings/investment
  73. 73. Assess internal outsourcing and explore how shared services may deliver the same benefits but with greater control
  74. 74. Identify the technological challenges and solutions around outsourcing</li></li></ul><li>Page 26<br />Outsourcing 3 of 9<br /><ul><li>PREPARING FOR OUTSOURCING
  75. 75. Develop a clear view of the capabilities and reputation of each of the main providers
  76. 76. Standardised and simplified processes and procedures before outsourcing
  77. 77. Discuss in detail the concept of outsourcing with customers and other key stakeholders
  78. 78. Define the key success measures used to judge the performance of the outsource provider
  79. 79. Consider the history of the organisation in terms of managing complex transition processes</li></li></ul><li>Page 27<br />Outsourcing 4 of 9<br /><ul><li>KEY QUESTIONS TO ASK WHEN CHOOSING A SUPPLIER
  80. 80. What is their implementation plan?
  81. 81. What is their delivery model and what resources will they commit?
  82. 82. Where are the lines drawn?
  83. 83. How binding is their proposal-will they be flexible and adjust to your requirements?
  84. 84. What are the legal and regulatory issues of the arrangement?
  85. 85. How are their services priced? </li></li></ul><li>Page 28<br />Outsourcing 5 of 9<br /><ul><li>WHERE OUTSOURCING TENDS TO WORK BEST
  86. 86. Employee record-keeping
  87. 87. Recruitment
  88. 88. Reward and compensation
  89. 89. Payroll
  90. 90. Pensions
  91. 91. Performance Management
  92. 92. Talent management</li></li></ul><li>Page 29<br />Outsourcing 6 of 9<br /><ul><li>POINTS TO CONSIDER
  93. 93. Be ware that outsourcing inevitably leads to a loss of expertise and infrastructure in-house that cannot be easily recovered
  94. 94. Outsource process-based functions, not relationship-based ones
  95. 95. Don’t underestimate the turmoil of the transition
  96. 96. Transformation won’t be as fast as you hope
  97. 97. Don’t do it purely for cost reasons-look at overall return on investment</li></li></ul><li>Page 30<br />Outsourcing 7 of 9<br /><ul><li>CONCERNS OVER OUTSOURCING
  98. 98. The fundamental difference between the contractor looking to maximise profit and the client aiming to minimise cost
  99. 99. Loss of control over service performance
  100. 100. Belief that better cost or service can be provided in-house</li></li></ul><li>Page 31<br />Outsourcing 8 of 9<br /><ul><li>HR MODELS
  101. 101. Shared services
  102. 102. In-house
  103. 103. Full outsourcing</li></li></ul><li>Page 32<br />Outsourcing 9 of 9<br /><ul><li>CASE STUDIES
  104. 104. Accenture
  105. 105. BBC
  106. 106. Cable & Wireless
  107. 107. Unilever</li></li></ul><li>Page 33<br />Exercise B<br />
  108. 108. Page 34<br />Exercise B<br />
  109. 109. Page 35<br />Making an informed contribution to mergers & acquisitions<br />
  110. 110. Page 36<br />Making an informed contribution to mergers & acquisitions<br /><ul><li>Understand what’s going on
  111. 111. Get involved early
  112. 112. Develop project plans
  113. 113. Get a handle on legal issues
  114. 114. Identify they key players
  115. 115. Champion positive change</li></li></ul><li>Page 37<br />Technology and software<br />
  116. 116. Page 38<br />Technology and software 1 of 2<br /><ul><li>HR SOFTWARE PROVIDERS
  117. 117. Specialist area
  118. 118. Main HR specific products
  119. 119. Compatability/modularity
  120. 120. How administered
  121. 121. Support given
  122. 122. Particular selling points</li></li></ul><li>Page 39<br />Technology and software 2 of 2<br /><ul><li>CASE STUDIES
  123. 123. Astra Zeneca
  124. 124. McDonalds</li></li></ul><li>Page 40<br />Real-life example of technology<br />
  125. 125. Page 41<br />Real-life example of technology 1 of 3<br /><ul><li>ABOUT THE ORGANISATION
  126. 126. NHS Jobs is the online electronic recruitment service for NHS organisations in England and Wales, provided by NHS Employers.
  127. 127. THE CHALLENGE
  128. 128. The NHS consists of more than 500 employing organisations, and many used their own recruitment processes and procedures. Employers were spending heavily on recruitment advertising to attract candidates-put at between £300000 and £500000 each year-and often recruiting people from neighbouring employers.</li></li></ul><li>Page 42<br />Real-life example of technology 2 of 3<br /><ul><li>WHAT THE ORGANISATION DID
  129. 129. Launched NHS Jobs which was adopted by all employers in the NHS as an electronic recruitment service
  130. 130. Enabled NHS organisations to advertise up to 150000 vacancies online, whilst receiving and managing online applications
  131. 131. Allowed NHS trusts to record all recruitment data from a single source
  132. 132. Implemented an ongoing improvement programme</li></li></ul><li>Page 43<br />Real-life example of technology 3 of 3<br /><ul><li>BENEFITS AND ACHIEVEMENTS
  133. 133. Saved the NHS in excess of £40M a year
  134. 134. Vacancies can now be advertised immediately for applicants to apply online at any time
  135. 135. NHS Jobs links to the NHS HR Management system to maintain, control and enable easy data transfer
  136. 136. More than 5000 trained NHS employees use NHS jobs to manage 3M applicants, and the website receives 28M visits each year</li></li></ul><li>Page 44<br />Making an impact<br />
  137. 137. Page 45<br />Making an impact 1 of 8<br /><ul><li>Visibility
  138. 138. Originality
  139. 139. Personal influence
  140. 140. Practical relevance (for thinkers)
  141. 141. Commercial impact (for practitioners)</li></li></ul><li>Page 46<br />Making an impact 2 of 8<br /><ul><li>PRACTITIONERS-ASPECTS OF ROLE/POSITION
  142. 142. Ambassador
  143. 143. Respected
  144. 144. Consistency/tenure
  145. 145. Track-record
  146. 146. Leadership
  147. 147. Teacher
  148. 148. Affected groups</li></li></ul><li>Page 47<br /><ul><li>PRACTITIONERS-AREAS OF EXPERTISE
  149. 149. Mergers
  150. 150. Change
  151. 151. Employer branding
  152. 152. Employee value proposition
  153. 153. Human capital measurement
  154. 154. Turnaround
  155. 155. Performance management
  156. 156. Talent management
  157. 157. Diversity
  158. 158. Flexible working/work-life balance
  159. 159. Positive HR thinking</li></ul>Making an impact 3 of 8<br />
  160. 160. Page 48<br /><ul><li>PRACTITIONERS-PERSONAL QUALITIES
  161. 161. Intelligence
  162. 162. Modesty/selflessness
  163. 163. Understanding/insight
  164. 164. Passion
  165. 165. Integrity
  166. 166. Presenting
  167. 167. Courage
  168. 168. Persuasiveness
  169. 169. Pragmatism</li></ul>Making an impact 4 of 8<br />
  170. 170. Page 49<br />Making an impact 5 of 8<br /><ul><li>THINKERS-ASPECTS OF ROLE/POSITION
  171. 171. Ambassador
  172. 172. Respected
  173. 173. Teacher
  174. 174. Controls something important through their role</li></li></ul><li>Page 50<br /><ul><li>THINKERS-AREAS OF EXPERTISE
  175. 175. Industrial relations
  176. 176. Employer branding
  177. 177. Engagement
  178. 178. Wellbeing
  179. 179. Change
  180. 180. Psychology
  181. 181. Leadership
  182. 182. Social networking
  183. 183. Performance
  184. 184. Excellence
  185. 185. Human capital
  186. 186. Measurement
  187. 187. Diversity
  188. 188. Business partners</li></ul>Making an impact 6 of 8<br />
  189. 189. Page 51<br /><ul><li>THINKERS-PERSONAL QUALITIES
  190. 190. Insight
  191. 191. Intelligence
  192. 192. Networking
  193. 193. Experience
  194. 194. Persuasiveness</li></ul>Making an impact 7 of 8<br />
  195. 195. Page 52<br /><ul><li>CASE STUDIES
  196. 196. BT
  197. 197. Ladbrokes
  198. 198. South Tyneside Council
  199. 199. Thorntons</li></ul>Making an impact 8 of 8<br />
  200. 200. Page 53<br />HR as a career<br />
  201. 201. Page 54<br />HR as a career 1 of 2<br /><ul><li>Understand the business
  202. 202. Network
  203. 203. Know what you want
  204. 204. Mentor
  205. 205. Improve your industry knowledge</li></li></ul><li>Page 55<br />HR as a career 2 of 2<br /><ul><li>Early on in an HR career it is possible to make structured moves to cover a number of specialisms, but this becomes increasingly difficult as people progress
  206. 206. Mid-career HR professionals often have to find a generalist role in order to consolidate progress
  207. 207. Organisations that have embarked on transformation but have not addressed the issue of building generalist experience have had to seek talent from the outside to fill business partner roles</li></li></ul><li>Page 56<br />Conclusion & Questions<br />
  208. 208. Page 57<br />Conclusion<br />Summary<br />Questions<br />
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