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HR’s ROLE IN TRANSFORMING
BUPA’S BUSINESS
Craig McCoy
Bupa Health & Wellbeing UK
26.04.12




                             1
Craig McCoy


 •   HR Director         Bupa Health & Wellbeing   July 2010
 •   Interim Group HRD   Jersey Telecom            Spring 2010
 •   Interim Group HRD   2ergo PLC                 2009
 •   HR Director EMEA    Aegis Media               2005 – 2009
 •   HR Director         BT Major Business         2003 – 2005
 •   Group HR Director   BSkyB                     2000 - 2003
 •   HR Director UK&I    Compaq Computer           1997 – 2000
 •   HR Director         Datastream                1992 - 1997




                                                                 2
What I am going to cover today:-


Back ground re Bupa
Business challenges
Changing customer perception – from Insurer to Healthcare Partner
Introduction of the Business Partner Model within HR
Engaging with and involving our people
Healthy life plans for our employees – showcasing our proposition internally
Impact on Bupa performance
Questions




                                                                               3
Bupa – Established in the UK in 1947 and is now a global brand


                                            Revenue      Circa £8b


                                            Head count   Circa 53,000


                                            Offices      15 countries




                                                                        4
Bupa – BHW – Based in the UK

Revenue    Circa £1.7b



Head       Circa 3,500
count

Offices    Salford Quays and
           Staines (6th largest
           Private Sector employer
           in Greater Manchester).
Market     NO 1 in UK PMI, circa
position   40%




                                     5
Bupa Business Challenges

•Diversifying business – exited hospitals and life
assurance, grown internationally. More than just an insurance
company!
•More aggressive competition in the market
•More integrated products with flexible choice and pricing
•Mature product lifecycle business
•Restructure to reduce operating costs
•Rising costs of medical treatment in our supply chain
•Accelerate technology enablement – e.g. eCommerce
•Enhance strategic sales capability

                                                                6
BHW 2011 Transformation
The Bupa Health and Wellbeing (BHW) strategy is to create a differentiated
healthcare business, offering a portfolio of healthcare products and services, to
meet the needs of individuals through their life stages and businesses through
their business lifecycle, to become their healthcare partner.

‘Helping you find Healthy’




                                                                                    7
HR Service Model – Why Change?

Move away from traditional, functional HR model
Need for business partnering across BHW leadership and within HR team
‘One face to the customer’/single point of accountability
Job enrichment – broader, more multi-skilled and commercial roles
Better career development
New roles and new challenges for many
More cost-effective and efficient




                                                                        8
Urbano seminar bupa-craig mccoy
Developing Business Partnering Capability

  • Ongoing programme of skills development (9 months)

  • Training in business partnering (not just for business partners!)

  • Business – based project work is an integral part

  • ‘Action learning quads’ - balance learning from:-
    team colleagues along with external facilitators

  • Team building, transition, handoff points between ‘centres of excellence’
    and HR Business Partners




                                                                                10
Employee Engagement Events




                             11
Leadership Support Events
 Challenging commercial business simulation spread across two days, giving the leadership community
 the opportunity to stretch, test and explore leadership capability against the Winning Behaviours and
 identify their own development areas.



                                                                               A series of experiential
                                                                             activities designed to allow
                                                                            leaders to practice the BHW
                                                                               Winning Behaviours in
                                                                                         action
     400
  Leaders
  Attended
    LSE




                             Self reflection, peer feedback and         Winning behaviours-
                             facilitator observation after each    linked to BHW Strategic Vision
                            leader led exercise which fed into         •We deliver on our promises
                             individual Personal Action plans            •We strive for excellence
                                                                           •We embrace change
                                                                   •We support and challenge each other
                                                                  •We own and resolve issues
                                                                    •We are passionate and enthusiastic


                                                                                                            12
BHW Healthy Life Plans
           On site clinical services (GP, Physiotherapy, Occ. Health)

           On site weight management clubs

           On site gym facilities

           On site health assessments

           On-line goal planning and behavioural change tools

           EAP services (Finance, Legal, Counselling & Dependant Support)

           Health Coaching (beginning with smoking cessation)

           Nutritional labelling in on site restaurants

           Annualised support of tactical initiatives through Health & Wellbeing Activists

           Communication plan to bring benefits to life

           Increase / encourage participation in 2011 and beyond




                                                                                             13
Internal Communications Vehicles

One Voice magazine
BupaLive
e-Distribution
Conference
Air & Share
Lunch ‘n’ Learn
e-Induction
Digital newsletters
Poster campaigns
Roadshows
Desk drops
Web surveys SOP
Communication Activists

                                   14
Performance management and bonus approach
In combination, the performance and bonus approaches are designed to inform objective setting from a business and an individual perspective
The review of the performance management process for all managers in the Group Bonus Scheme




      Approach and Key Changes
• Establish a common set of principles - with a
                                                                                                     Objective Setting
                                                                                         • To support Bupa’s ambition of HCP we propose
                                                                                                                                                         • The rating scale applies to each factor
                                                                                                                                                                                                                 Rating Scale

  two factor objective setting and rating scale                                            2 factors (A and B) for objectives (all managers               • It aims to recalibrate performance, where a 5 is truly exceptional and
• Encourage and reward the setting and                                                     in the Group Bonus scheme)
  exceeding of stretching targets - by raising the                                                                                                          a 3 is good
  bar                                                                                    • Factor A – delivering operational                              • The what and the how is embedded in the scale
• Encourage differentiation - recalibrating 3 as                                           performance: The focus is on delivering
                                                                                                                                                          • The likely comparison to peers and the competitive market is called
  good, with the very highest achieving 3 rated                                            excellent operational performance for the
                                                                                                                                                            out to support calibration, fair differentiation and reward
  employees eligible to receive 100% bonus                                                 business in the near term (including all
• Allow managers to manage - where each BU is                                              commercial objectives regardless of time-scale)
  awarded a bonus ‘pool’ and broad guidelines.
                                                                                                                                                              5 - Exceptional              4 - Outstanding                 3 - Good                  2 - Inconsistent                 1 - Poor
                                                                                         • Factor B – building a better Bupa: The focus
  Within these, the BU MD should identify the best                                         is on building a strong business for the future,                 Significantly above   Well above performance and       Consistently achieving or     Achieves in some areas,  Not meeting performance or
                                                                                                                                                             performance and       behavioural expectations        above performance and             although overall      behavioural expectations
  way to spend the bonus pool for maximum                                                  increasing capability, delivering continuous                  behavioural expectations                                  behavioural expectations      inconsistently meeting
  return                                                                                   improvement and strengthening Bupa overall.
                                                                                                                                                                                                                                               performance or behavioural
                                                                                                                                                                                                                                                       expectations
• Be flexible enough to support internal moves
  and retention of key staff - allowing bonuses to                                         Factor B objectives should begin with                             Delivers exceptional     Delivers outstanding results
                                                                                                                                                          results against stretching against stretching objectives Delivers good results against
                                                                                                                                                                                                                                                 Achieves objectives in some Unacceptable performance
                                                                                                                                                                                                                                                    areas although not all /        against objectives

  be awarded to employees who have a) moved                                                considering the business unit 3YP, and then                            objectives                                           stretching objectives       achieves most objectives
                                                                                                                                                                                                                                                     although they are not
  into under-performing business units or b) have                                          work across boundaries to build a better Bupa                                                                                                                   stretching
                                                                                                                                                                                      Likely to be at the top when                                                            Poor when compared to peers
  demonstrated outstanding performance in their                                          • The suggested form is simple, and aims to                     Likely to be at the very top    compared to peers and      Likely to be a core and key   Likely to be inconsistently and against the competitive
                                                                                                                                                          when compared to peers        against the competitive    contributor when compared achieving when compared to                  market
  part of the business, which is not reflected in the                                      encourage the manager and employee to have a                        and against the                   market              to peers and against the       peers and against the
  totality                                                                                 rich discussion
                                                                                                                                                             competitive market                                         competitive market            competitive market





• The year end rating will be
                              Year End Rating
                                                                                                                                                                    Bonus Proposals
                                                                                                                  • The guidelines for bonus awards are as outlined in the table below
  calculated by adding                                                                                            • Factor A – delivering operational performance for the business – is the lead rating in deciding where in
                                                                         5   6   7   8      9 10
                                     Building a better Bupa




  together the 1-5 ratings for                                                                                      the bonus range to place an individual
  each factor
• On both factors,
                                                                         4   5   6   7      8    9
                                                              Factor B




                                                                                                                  Year end
  behavioural considerations                                                                                                               2   3     4
                                                                                                                  appraisal rating
  must be taken into account                                             3   4   5   6      7    8                                         5   6     7
                                                                                                                                                                 5                     6      6              7    7      7            8    8     8              9       9                 10

  when coming up with the
  final rating                                                           2   3   4   5      6    7                Suggested bonus range
                                                                                                                  (% of adjusted target)
                                                                                                                                               Nil            0 - 50%              50% - 100%                90% - 115%            110% - 130%             130% - 140%                   150%
• The final rating will inform
  the bonus decision and                                                 1   2   3   4      5    6
  individuals will be eligible for                                                                                • The distribution of ratings (and therefore likely bonus distribution) reflects the overall performance of the
  a bonus if they achieve:                                                   1   2   3      4     5
                                                                                                                    business
- 3 or above in factor A; and                                                Factor A                             • Whilst bonus awards need to be strictly managed within the allocated BU bonus pools for the year,
- 2 or above in factor B             Delivering operational performance                                             significant discretion can be used as to the best way to allocate the pot across their teams
Bupa Group 2011 results (announced March 2012)




       £8bn
       REVENUE
                                   £559m
                                    PROFIT




       20%                            50%
       GROWTH                          4-YEAR
                                      GROWTH
                                                 16
Thank you. Any questions?




                            17

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Urbano seminar bupa-craig mccoy

  • 1. HR’s ROLE IN TRANSFORMING BUPA’S BUSINESS Craig McCoy Bupa Health & Wellbeing UK 26.04.12 1
  • 2. Craig McCoy • HR Director Bupa Health & Wellbeing July 2010 • Interim Group HRD Jersey Telecom Spring 2010 • Interim Group HRD 2ergo PLC 2009 • HR Director EMEA Aegis Media 2005 – 2009 • HR Director BT Major Business 2003 – 2005 • Group HR Director BSkyB 2000 - 2003 • HR Director UK&I Compaq Computer 1997 – 2000 • HR Director Datastream 1992 - 1997 2
  • 3. What I am going to cover today:- Back ground re Bupa Business challenges Changing customer perception – from Insurer to Healthcare Partner Introduction of the Business Partner Model within HR Engaging with and involving our people Healthy life plans for our employees – showcasing our proposition internally Impact on Bupa performance Questions 3
  • 4. Bupa – Established in the UK in 1947 and is now a global brand Revenue Circa £8b Head count Circa 53,000 Offices 15 countries 4
  • 5. Bupa – BHW – Based in the UK Revenue Circa £1.7b Head Circa 3,500 count Offices Salford Quays and Staines (6th largest Private Sector employer in Greater Manchester). Market NO 1 in UK PMI, circa position 40% 5
  • 6. Bupa Business Challenges •Diversifying business – exited hospitals and life assurance, grown internationally. More than just an insurance company! •More aggressive competition in the market •More integrated products with flexible choice and pricing •Mature product lifecycle business •Restructure to reduce operating costs •Rising costs of medical treatment in our supply chain •Accelerate technology enablement – e.g. eCommerce •Enhance strategic sales capability 6
  • 7. BHW 2011 Transformation The Bupa Health and Wellbeing (BHW) strategy is to create a differentiated healthcare business, offering a portfolio of healthcare products and services, to meet the needs of individuals through their life stages and businesses through their business lifecycle, to become their healthcare partner. ‘Helping you find Healthy’ 7
  • 8. HR Service Model – Why Change? Move away from traditional, functional HR model Need for business partnering across BHW leadership and within HR team ‘One face to the customer’/single point of accountability Job enrichment – broader, more multi-skilled and commercial roles Better career development New roles and new challenges for many More cost-effective and efficient 8
  • 10. Developing Business Partnering Capability • Ongoing programme of skills development (9 months) • Training in business partnering (not just for business partners!) • Business – based project work is an integral part • ‘Action learning quads’ - balance learning from:- team colleagues along with external facilitators • Team building, transition, handoff points between ‘centres of excellence’ and HR Business Partners 10
  • 12. Leadership Support Events Challenging commercial business simulation spread across two days, giving the leadership community the opportunity to stretch, test and explore leadership capability against the Winning Behaviours and identify their own development areas. A series of experiential activities designed to allow leaders to practice the BHW Winning Behaviours in action 400 Leaders Attended LSE Self reflection, peer feedback and Winning behaviours- facilitator observation after each linked to BHW Strategic Vision leader led exercise which fed into •We deliver on our promises individual Personal Action plans •We strive for excellence •We embrace change •We support and challenge each other •We own and resolve issues •We are passionate and enthusiastic 12
  • 13. BHW Healthy Life Plans On site clinical services (GP, Physiotherapy, Occ. Health) On site weight management clubs On site gym facilities On site health assessments On-line goal planning and behavioural change tools EAP services (Finance, Legal, Counselling & Dependant Support) Health Coaching (beginning with smoking cessation) Nutritional labelling in on site restaurants Annualised support of tactical initiatives through Health & Wellbeing Activists Communication plan to bring benefits to life Increase / encourage participation in 2011 and beyond 13
  • 14. Internal Communications Vehicles One Voice magazine BupaLive e-Distribution Conference Air & Share Lunch ‘n’ Learn e-Induction Digital newsletters Poster campaigns Roadshows Desk drops Web surveys SOP Communication Activists 14
  • 15. Performance management and bonus approach In combination, the performance and bonus approaches are designed to inform objective setting from a business and an individual perspective The review of the performance management process for all managers in the Group Bonus Scheme  Approach and Key Changes • Establish a common set of principles - with a  Objective Setting • To support Bupa’s ambition of HCP we propose • The rating scale applies to each factor Rating Scale two factor objective setting and rating scale 2 factors (A and B) for objectives (all managers • It aims to recalibrate performance, where a 5 is truly exceptional and • Encourage and reward the setting and in the Group Bonus scheme) exceeding of stretching targets - by raising the a 3 is good bar • Factor A – delivering operational • The what and the how is embedded in the scale • Encourage differentiation - recalibrating 3 as performance: The focus is on delivering • The likely comparison to peers and the competitive market is called good, with the very highest achieving 3 rated excellent operational performance for the out to support calibration, fair differentiation and reward employees eligible to receive 100% bonus business in the near term (including all • Allow managers to manage - where each BU is commercial objectives regardless of time-scale) awarded a bonus ‘pool’ and broad guidelines. 5 - Exceptional 4 - Outstanding 3 - Good 2 - Inconsistent 1 - Poor • Factor B – building a better Bupa: The focus Within these, the BU MD should identify the best is on building a strong business for the future, Significantly above Well above performance and Consistently achieving or Achieves in some areas, Not meeting performance or performance and behavioural expectations above performance and although overall behavioural expectations way to spend the bonus pool for maximum increasing capability, delivering continuous behavioural expectations behavioural expectations inconsistently meeting return improvement and strengthening Bupa overall. performance or behavioural expectations • Be flexible enough to support internal moves and retention of key staff - allowing bonuses to Factor B objectives should begin with Delivers exceptional Delivers outstanding results results against stretching against stretching objectives Delivers good results against Achieves objectives in some Unacceptable performance areas although not all / against objectives be awarded to employees who have a) moved considering the business unit 3YP, and then objectives stretching objectives achieves most objectives although they are not into under-performing business units or b) have work across boundaries to build a better Bupa stretching Likely to be at the top when Poor when compared to peers demonstrated outstanding performance in their • The suggested form is simple, and aims to Likely to be at the very top compared to peers and Likely to be a core and key Likely to be inconsistently and against the competitive when compared to peers against the competitive contributor when compared achieving when compared to market part of the business, which is not reflected in the encourage the manager and employee to have a and against the market to peers and against the peers and against the totality rich discussion competitive market competitive market competitive market  • The year end rating will be Year End Rating  Bonus Proposals • The guidelines for bonus awards are as outlined in the table below calculated by adding • Factor A – delivering operational performance for the business – is the lead rating in deciding where in 5 6 7 8 9 10 Building a better Bupa together the 1-5 ratings for the bonus range to place an individual each factor • On both factors, 4 5 6 7 8 9 Factor B Year end behavioural considerations 2 3 4 appraisal rating must be taken into account 3 4 5 6 7 8 5 6 7 5 6 6 7 7 7 8 8 8 9 9 10 when coming up with the final rating 2 3 4 5 6 7 Suggested bonus range (% of adjusted target) Nil 0 - 50% 50% - 100% 90% - 115% 110% - 130% 130% - 140% 150% • The final rating will inform the bonus decision and 1 2 3 4 5 6 individuals will be eligible for • The distribution of ratings (and therefore likely bonus distribution) reflects the overall performance of the a bonus if they achieve: 1 2 3 4 5 business - 3 or above in factor A; and Factor A • Whilst bonus awards need to be strictly managed within the allocated BU bonus pools for the year, - 2 or above in factor B Delivering operational performance significant discretion can be used as to the best way to allocate the pot across their teams
  • 16. Bupa Group 2011 results (announced March 2012) £8bn REVENUE £559m PROFIT 20% 50% GROWTH 4-YEAR GROWTH 16
  • 17. Thank you. Any questions? 17