The document provides information about Human Capital Department, an HR consulting firm. It introduces the core team members and their backgrounds. It also discusses the company's values, services, experience in the not-for-profit sector, and an example of an HR audit and recommendations provided to a housing charity client.

1. What are the key people management &
development issues your organisation is
facing?
[Chatham House Rules apply]

2. Introduction to Human Capital
Department

3. About our name

4. Our name:
• Human Capital Department

5. Our slogan:

6. Our slogan
• “Because people make the difference”

7. Our Vision, Mission & Values:

8. Our Values
8/22

9. Our Value Proposition:

10. Our Value Proposition

11. Our core team:

12. Peter Lawrence
• Peter Lawrence (Fellow CIPD and MA, MBA HRM) is the
majority shareholder, director, and founder of human
capital department.
• His practical HR experience has been gained with some
of the most successful companies in the world
including: Aker Kvaerner a/s, GE Oil and Gas and
ExxonMobil.
• Peter has held a variety of Senior HR roles working at
Director and ‘C’ suite level.
12/22

13. Rod Lee
• Rod Lee (MCIPD and MA HRM) is co-director of “human
capital department” and joined the company in June
2016.
• Rod has extensive practical experience in HR
Management.
• Previously he has worked as a Senior HR Advisor &
Manager with organisations including; WLP
[Management Consultants], North Norfolk District
Council & Business Link.
13/22

14. Sue Rumsby
• Sue has recently joined Human Capital Department as
an HR consultant to run our HR helpline service, to
assist with HR, Employee Relations, Employee Welfare
and Employment Law issues.
• Sue also provides additional support in dealing with
the more complex issues and other HR related project
work.
• She has a wealth of experience within People
Management and Development in a variety of
organizations, and is a Chartered Fellow of the CIPD
and holds a MA in Human Resource Management.
14/22

15. Stuart Haysman
Stuart is a Chartered Safety and Health Practitioner
[CMIOSH] with over 16 years experience as a Health
and Safety professional.
His sector experience includes; event management
including contractor management and site risk
assessments etc. construction, retail and offices &
Stuart has worked in companies of all sizes and
right up to board level.
Keenly interested In the area of mental health his
training provision includes short training courses in
mental health & wellbeing for line managers.
15/22

16. Elizabeth Smith
Elizabeth is a fully qualified & highly experienced
practicing solicitor who provides support relating to
employment law issues for human capital
department.
Elizabeth is very used to dealing with queries relating
to employment practice in small and medium sized
firms including; employment and directors contracts;
issues relating to working time directive; unfair
dismissal; transfer of undertakings [TUPE] etc.
16/22

17. Our Offices
• We are local - based in Kings Lynn, Norfolk,
with offices at the Kings Lynn Innovation
Centre [KLIC] we are building our reputation
locally, & further afield.
• Human Capital Department Limited, Kings Lynn
Innovation Centre, Innovation Drive, Kings
Lynn, PE30 5BY.
• Tel. 01553 609968 / 0333 772 9592
• www.humancapitaldept.com
• info@humancapitaldept.com
2122

18. Our Affiliations & Memberships
• We are proud and active members of the business community including:
• CIPD [Chartered Institute of Personal and Development]
• The Chamber of Commerce
• The Business Network Institute, Enterprise Nation, Institute of Directors, & others!
• We also host our own monthly HR Forums.
12/22

19. Recognition
• Winners of “The Kings Lynn Mayor’s
Award for Business Innovation [2017]”
&
• Awarded Enterprise Nation’s No. 1 HR
Advisor [Awarded on 12/03/18]
• Our Client Case Study was reported in
the current issue of People
Management Magazine.
• Column in the Lynn News and
contributed to articles in Caring Times,
and national press including Metro et
al.
13/22

20. Our experience in the not-for-profit
sector:

21. not-for-profit, third sector & care sector
clients include:
• Credit Union.
• Start-Up Social Enterprise.
• Homeless Charity.
• Care Sector.
• Mental Health Charity.

22. HR Audit:

23. How does your organization score?
• Score each of the following questions out of 2 marks [0, 1 or 2].
• 50 questions.
• Total score out of 100.

24. Human Resource Planning
1. The organisation has a written HRM strategy which support the business
strategy.
2. The organisation has a HR plan to support growth or in the event of
contraction?
3. The organisation estimates the size and future composition of the
workforce needed to support the business plan.
4. Job analysis provides information about jobs currently being done in the
organisation.
5. The organisation ensures that training & development of its people
happens.

25. Recruitment and Selection
6. There is a policy stating the organisation’s philosophy on recruitment and
selection.
7. Procedures guide mangers through the recruitment and selection process.
8. There is a formal process in place for identifying job vacancies.
9. Training is available for managers and staff involved in the Recruitment &
Selection process including interview technique.
10. The HR Department [or HR Coordinator] performs initial screening of
candidates against Job Description & Person Specification checklist.

26. Staff Induction
11. The organisation has a written process for induction and on-boarding of
new staff.
12. This process includes checklists of what should be achieved in the first few
days and weeks of employment.
13. A mentoring or buddy scheme ensures that new employees are settled
and effective as quickly as possible.
14. Initial familiarisation training is included as part of the induction process.
15. There is a budget allocated to support the induction process.

27. Training and Development
16. There is a policy that states the organisation philosophy on employee
training and development
17. There is a process for assessing the organisations immediate training and
individual development needs
18. There is a process to assess the organisations future training needs
19. Job skills, knowledge and ability are considered in assessing training needs
20. New technologies, processes, products, services, market changes and
community needs are considered in assessing training needs

28. Performance Management & Evaluation
21. The organisation has a performance management process in place.
22. Training is provided to managers and employees on the use of the
performance management process.
23. The appraisal process takes account of behaviour and results.
24. Each employee has a Personal Development Plan in place – informed by
the Performance Management & Appraisal Process.
25. Where an employee is not meeting performance standards there is a
Performance Improvement Process [Performance Improvement Plan] in
place.

29. Employee Relations
26. The organisation has a policy on Employee Relations which includes high
level philosophy.
27. Procedures guide managers on implementation of the policy.
28. Managers are informed and supportive of strategies and goals.
29. The organisation measures employee motivation and job satisfaction [for
example in the form of an employee engagement tool].
30. There is opportunity for employees to have a voice either individually or
through collective representation.

30. Employee Communication
31. The organisation has a grievance procedure that is used should an issue
arise that it is not possible to resolve informally.
32. The organisation creates an environment of open communications
between employees and management.
33. Ideas for improvement are solicited from employees.
34. Decision making is delegated where possible.
35. The pulse of the organisation is checked through an independent
employee climate survey.

31. Compensation and Benefits
36. The company has a written policy on compensation and benefits.
37. Equal Opportunities & Minimum Wage legislation is adhered to.
38. There are procedures to guide managers on how to implement the
compensation system.
39. Management checks across department for consistency and equity before
awarding increases.
40. Best practice standards are adhered such as Gender Gap Reporting.

32. Recordkeeping and other documentation
41. Personnel files exist for all employees.
42. Personnel files are completed accurately and updated promptly.
43. An HRIS system is being used.
44. Training is provided to managers and employees about personnel files and
procedures for accessing them.
45. Data is stored and protected in line with Data Protection and GDPR
regulations.

33. Safety & Security
46. Safety hazards are identified & reported.
47. There is a process of reporting incidents and near misses.
48. Workplace accidents, near-misses, injuries and illnesses reported and
investigated.
49. There is a reliable response system on place in the event an alarm is
triggered.
50. Employees are encouraged to promptly report incidents and suggest ways
to reduce or eliminate risks.

34. Example – Housing Charity

35. Recommendations from the audit:
• Recruitment process – minor changes
recommended.
• HRIS – Introduction of Cloud-HR
• Performance Improvement Plan
• New Performance Management
Process to be communicated in a short
training session.
• Recruitment training seminar.
• Initial discussion and review of H+S
with our Health and Safety Specialist.

36. Recommendations from the audit:
• Staff can be awarded a 2.5% increase this
year in line with NJC guidelines. However, the
CEO is considering how to best distribute this.
As no performance management process is
currently in place, it is likely to be an across
the board increase, but could be in the form
of 1.5% increase and 1% bonus as 2.5%
increase may not be sustained next year. To
provide guidance on the best way to proceed.
• Pay Review [Pay is understood to be quite
generous compared to similar roles
elsewhere], however an independent pay
review would be useful in providing
benefactors and fund raisers with data.

37. Project Support
• Performance Management
• Management Development
• Employment Engagement Survey

38. Performance Management Process
• Proposal to develop something
similar to the “Outcomes Star”
process.
• This would start with agreement of
common behaviours &
identification of behavioural
competency descriptors & map
levels to job families.
• A “work book” could also be
designed and produced.
• Training would be needed to
support implementation of the
process.
Example

39. Management Development
• MAP 2.0 Process – for Kathy
Adams, Operations
Manager – this will identify
strengths and development
areas.
• Results are supported with
an initial coaching review,
and access to on-line
learning materials.

40. Employee Engagement Survey
Our partnership with an
Engagement Survey Tool
provides a free demo and
free first survey.

41. Schedule and Time Frame
Retained
Support
Management
Development
Employee
Engagement
Performance Mgmt.
Priorities and timeframe to be agreed.

43. Developing a Competency Framework
to support recruitment & retention:

44. Process followed:
1. Reviewed the job descriptions for each role; support worker, team leader,
service manager & registered manager, against the KLOE competency
framework and descriptors.
2. Captured additional key duties and responsibilities against the five
competency areas; Safe, Effective, Responsive, Caring & Well-Led on the
following slides.
3. Ensured that competency descriptors were consistent with the job
descriptions for each level [it is not intended to capture every line item in
the job description] and amended the competency descriptors as
necessary.

45. Safety
Support Worker
•To promote emotional health of
Service Users
•To support Service Users in
maintaining safety, security,
cleanliness and comfort of their
homes.
•To enable Service Users to be
effective in their personal safety.
•To ensure Service Users receive all
necessary advice & health checks for
physical health and well-being.
•To promote nutrition, relaxation, and
healthy lifestyle.
•To work in a safe and responsible
manner to safeguard vulnerable
service users.
•To comply with safeguarding policy
and report any concerns
•To follow H+S guidelines – record &
report all accidents / incidents in
accordance with policies and
procedures
•To actively participates in the
prevention and control of infection.
Team Leader
•Contribute and be aware of personal
responsibilities and accountabilities in
ensuring a safe working environment
is maintained in accordance with
health and safety legislation & lone
working policy.
•Report any defects to property or
equipment as soon as possible and
follow up actions.
•Ensure Service Users are given the
opportunity to attend health
screening appointments.
•Ensure and monitor the safe ordering
, dispensing and storing of
medications and accurate recording of
the administration of medications in
accordance with protocols.
•Devise and monitor health action
plans and encourage Service Users in
maintaining their own health and well
being.
•Maintain safe staffing levels in line
with service requirements.
Service Manager
•Actively contribute to safe and
effective & responsive running of the
service.
•Manage staff sickness and cover shifts
where required.
•Responsible for managing the safety
and well being of Service Users.
•Demonstrate safe and effective
working practices.
•Devise, implement and review
support plans with individuals
focusing on safe and achievable
outcomes.
•Assess and develop outcome focused
risk management plans, health action
plans and risk assessments.
•Responsible for safeguarding
processes and systems.
•Ensure compliance with H+S
legislation and policies & procedures
Registered Manager
•To establish and maintain systems in
order to promote and make proper
provision for health and welfare of
Service Users.
•Identify opportunities for the
improvement of the services by
evaluating the effectiveness against
quality and statutory specifications.
•Be responsible for the protection of
people we support from neglect,
abuse, self-harm, and harassment.
•Be on call for their individual services
and give out of hours advice on any
incidents which occur in line with the
organisations policies and procedures.
•Conduct H+S Risk Assessments &
review periodically and be responsible
for carrying out H+S checks and audits
of services.
•Ensure compliance with H+S
legislation including COSHH, RIDDOR,
and PPE.
•Ensure the health and welfare &
safety of Service Users, visitors, staff
& self [Health and Safety at Work Act
[1974]

46. Effectiveness
Support Worker
• To participate in offering
high quality services and
individual person centered
support.
• To enable service users to
become as independent as
possible by building
confidence, competence
and personal effectiveness.
Team Leader
• To be a front line manager
whilst at the same time
ensuring back office duties
are completed.
• Ensuring company policies
and procedures are
adhered to at all times.
• Implement and monitor
systems for communication
among the staff team [such
as diaries, rotas and email
communication].
• Provide reports such as
quality monitoring reports
as required.
• Conduct return to work
interviews and exit
interviews with staff.
Service Manager
• Quality focused with key
responsibilities for
monitoring and auditing
delivery to service users.
• Ensuring compliance with
legislation, policy and
procedures to uphold the
company ethos and beliefs
at all times.
• Demonstrate effective
working practices including
people management,
coaching, mentoring and
development of individuals
and teams.
• Be involved and contribute
to mgmt. meetings, and
communicate any concerns
immediately.
Registered Manager
• To initiate and implement
professional administrative
services and financial
arrangements, training and
care support planning
within the service.
• To establish and maintain
systems in order to
promote and make proper
provisions for the health
and welfare of service users
and show commitment to
equal opportunities.
• Ensuring efficient and
effective practices are in
place and carried out at all
levels.

47. Responsiveness
Support Worker
• To support service users with
learning difficulties, mental
health problems, and complex
needs to led a fulfilling and
valued life and to participate
in the community and develop
their abilities as far as
possible.
• To carry out the role of key
worker; to develop and
implement a person centered
plan for service users.
• Accompany service users on
holiday and assist them in
their choice of holiday.
• Participate and actively
contribute to staff meetings
and continually look to
improve the services provided
by the company.
Team Leader
• Use your own initiative to
ensure company policies and
procedures are adhered to at
all times.
• Be involved in fact finding and
information gathering where
complaints or concerns have
been raised.
• Assist in planning and booking
of holidays for service users.
• Lead in problem solving. Plan
and organise meetings for
staff team and communicate
any day to day progress /
issues / concerns with your
manager.
• Participate in own supervision
and appraisal process.
Service Manager
• Responsible for managing
packages of support delivered
to a number of service users in
various settings.
• To work cooperatively with
others, participating in the out
of hours on call service , being
familiar with the rota system,
managing staff sickness and
covering if needed.
• To perform audits of support
plans , health action plans, risk
assessment and mgmt. plans
and financial mgmt. systems.
• Address concerns in a timely
manner and carry out
thorough investigations where
necessary.
• Effectively manage own time
and carry out additional duties
as required by the Registered
Manager.
Registered Manager
• To ensure high quality person
centred support is provided to
all service users in line with
oganisational objectives, CQC
requirements and other
statutory bodies
• To ensure that support is
individually tailored to the
person supported enabling
them to have opportunities to
exert choice and control over
their lives.
• Encourage & assist staff to
maintain good personal and
professional relationships with
people we support.
• Ensure good working
relationships are developed
and maintained with a wide
range of key stakeholders
including service users their
families care coordinators and
advocates.

48. Caring
Support Worker
• Offering high quality services
according to preference and
need.
• To develop and maintain a
warm and trusting relationship
with service users.
• To offer unconditional positive
regard to service users, to
respect their rights to privacy
and ensure dignity is
respected at all times.
• To work closely with the
families of service users and
other professionals involved in
their care.
Team Leader
• Maintaining an individuals
potential and independence.
• Work cooperatively with
others enabling service users
to live with dignity and
confidence.
• Evaluate quality of care
provided to service users
seeking their views and
putting measures in place to
achieve the aims, objectives
and statement of purpose of
the services.
• Work with service users in
planning their support time or
1-1 time and communicating
activities to the rest of the
persons team.
Service Manager
• Responsible for packages of
support delivered to service
users in various settings.
• Work cooperatively with
others enabling service users
to live in their own home and
local community.
• Work collaboratively with
other professionals involved in
an individuals care and
support.
• Committed to own
professional development and
development of others;
ensure you keep up to date
with legislation and changes
and support staff to work
within the boundaries of their
role and capability.
Registered Manager
• To identify opportunities for
the improvement of services
by evaluating effectiveness
against quality and statutory
specifications.
• Design, implement and
monitor + review a package of
support for each person which
meets their individual physical
psychological educational and
social needs.
• Ensure all aspects of care for
people we support is recorded
in a professional and concise
way in accordance with the
organisations policies and
procedures.
• Encourage service users to live
as normal a life as possible
and ensure that the service is
conducted in a manner that
respects service users privacy,
dignity, personal choice,
rights, self respect and
independence.

49. Management & Leadership
Support Worker
•To offer high quality support to
service users according to
preferences and needs.
• To encourage and support service
users to express their needs, views
and concerns.
•To support service users in
maintaining safety, security and
cleanliness and comfort of their
homes.
•To ensure vulnerable adults are
safeguarded from home.
Team Leader
•You will be a front line manager
promoting and ensuring the
company vision of person
centered support is implemented.
•Using your initiative to ensure
company policies and procedures
are adhered to at all times.
•Implement and monitor systems
for communicating among the
staff team.
•Conduct return to work interviews
for those who have been absent
due to sickness pregnancy, family
emergency etc.
•Provide supervision, inductions
and mentoring to staff within your
team and offer direction guidance
and advice on everyday matters
about service users.
•Support staff to work within
boundaries of their capabilities.
Service Manager
•To be quality focused with key
responsibility for auditing and
monitoring and achieving
outcomes for service users.
•To lead by example and
demonstrate safe, effective
working practices.
•To take an active part in
monitoring and developing
individuals and staff teams.
•Actively contribute to the safe,
effective and responsiveness of
the service.
• Concerned for wellbeing and
safety of service users and the
development of the team of
people employed to support
them.
•Take an active part in mentoring
and developing individuals and
staff teams.
Registered Manager
•To ensure high quality person
centered support to all people
supported in-line with
organisational objectives.
•Identify opportunities for the
improvement of the service by
evaluation of effectiveness against
quality and statutory
specifications.
•Initiate a quality assurance system
to assess and evaluate quality of
care provided by service users.
•Organise and actively participate
in service user reviews along with
members of multidisciplinary
teams.
•Communicate a clear sense of
leadership and direction with staff
and service users and make sure
that they related to the aims and
purpose of the organisation.
• Develop teams, individuals and
staff to enhance performance
evaluating and improving the
development process used.

50. Assessment Process
• Safety
• Effectiveness
• Responsiveness
• Caring
• Leadership

51. Management Assessment &
Development:

52. Management Diagnostic

53. 53
MAP 2.0 is the only online
management assessment
tool of its kind in the world.
It accurately benchmarks
managers against 12
competencies in under 3
hours.
About MAP 2.0

54. Objective Assessment
Easy to understand Feedback
Personal Development Planning
Flexible Learning Materials
Opportunity for Re-assessment
54
A Unique Complete Online System that Provides:

55. MAP Research
High Performing Managers
55
Managing Your Job
Time management and Prioritising
Setting goals and standards
Planning and scheduling work
Building The Team
Training coaching and delegating
Appraising people and performance
Disciplining and counselling
Relating To Others
Listening and organising
Giving clear information
Getting unbiased information
Think Clearly
Identifying and solving problems
Making decisions and weighing risk
Thinking clearly and analytically
Management Style Communication Style Personal Style

56. Who is it for?
• MAP 2.0 was designed to improve the performance of those
people with responsibilities for managing projects and people.
56
Senior Managers
Technical / Specialist Managers
Line / Middle Managers
Supervisors / Team Leaders.

57. 57
How does it work?
• uses real life scenarios (a week in the life of a management
team)
• allows managers to judge appropriate and inappropriate
behaviour in an objective manner
• provides feedback of performance against 12 competencies
• ranks managers performance against over 100,000 world-wide
• measures each individual managers:
management style
personal style
communication style
A unique video based situational assessment that:

58. Results
58
Example of
the detailed
competency
profile your
managers will
receive

59. Personal Development Planning
59

60. Our next HR Forum:

61. HR Forum – Talent Management
61

62. Contact us:
Tel. 01553 609968 / 0333 772 9592.
Email: info@humancapitaldept.com
w. www.humancapitaldept.com