The document discusses how HR can add value and influence change within organizations. It provides examples of how one HR department improved its reputation by focusing on engagement, partnership, and performance. Through launching values and tools, training programs, and employee surveys, the HR department saw improved employee and customer satisfaction scores, as well as achieving Investors in People recognition and awards, showing that its new strategic focus helped build its reputation within the organization.

1. Human Resources – how
do you add value and
influence change?
David Blackburn – Group Director of Business Support

2. HR – how are we doing?
In 2008 20% of delegates at the Price
Waterhouse Coopers International HR
Conference predicted that the HR function
would not exist by 2020. In 2011 a survey
conducted by consultants Mercer of 500 HR
Directors across Europe, Middle East and
Asia found that only 15% of HR activities
related to “pure strategic interventions”.

3. HR – how are we doing?
According to Brad McCaw, co-author of the
report, Human Resource's failure to be
fully embedded as a strategic partner
might be due to shortfalls in skills and
management ability which damage HR's
reputation within organisations.

4. Where did we start from?
Out-sourced HR function from 2001 to 2006
IIP Recognised since 1999 – failed assessment
in December 2006
No HR or L&D Strategy
Little or no evaluation
No employee survey since 2005
Static business performance
Disappointing Audit Commission Inspection
2006
Poor internal communication tools

5. So how do we build our reputation?
• CHANGE – Design, Influence,
Manage
• ENGAGEMENT – Mission, Values,
Vision
• PARTNERSHIP – Align, Deliver,
Support
• PERFORMANCE – Evaluate,
Learn, Systems

6. In poor performing organisations…
• There is a focus on a narrow range of output metrics
• Culture and performance dominated by bureaucratic
process and internal structure rather than customer
satisfaction or end product
• Leadership is focussed more on ‘what the numbers say’
rather than how top managers behave and interact
• There are more formal, structured internal interactions
which are more ‘set-piece’ in format – lots of meetings!
• Lower trust cultures – ‘command & control’, low
engagement (high absence, poor retention)

7. In high performing organisations…
Form follows function – structure enables
performance, but doesn’t drive it
Processes are simple & informality is more
common – managers ‘clear the decks’ for
employees
Information is openly shared between peers and
networks of managers – employee involvement
Leadership and management is visible and
accessible – employees treated like adults
There is a ‘restless energy’ & nervousness
about the status quo

8. CHANGE
• Give time to people issues
• Attend to people: get right people - set
behavioural goals
• Emphasise team
• Find champions for culture change
• Think about your own role: be honest
about your organisation
• Support those who challenge

9. ENGAGEMENT
Manager Employee Improved Customer
Cash
Engagement Engagement Performance Satisfaction
Flow

10. ENGAGEMENT
Our Plan
Our Vision
Our
Values
Our
Mission

11. What did we do?
Launched Group Values
Re-launched our Mission & Vision
Launched Competency Framework
Launched Performance Management Tools
Established L&D Partners
Identified key focus areas: Customer Care,
Leadership & Management Development
Started with the Senior Management Team
– what did they think the issues were – with
the business and themselves!
Enabling Outstanding Leadership
Best Companies Employee Survey
Investors in People

12. Delivering
Delivering
our promises
through
excellent
performance

13. Distinctive
Being distinctive for
what we do and how
we do it

14. Diverse
Being
diverse by
providing
a range of
services
that
reflect
individual
needs.

15. Our Vision
We will be
recognised as the
best in London for
our homes and
services.

16. PARTNERSHIP
• SUPPORT – Line
Managers
• ALIGN - HR activities with
the business
• DELIVER – Efficient
Services

17. PERFORMANCE

18. PERFORMANCE
• EVALUATE – Performance
Data
• LEARN – Training &
Development
• SYSTEMS – Forms, Policies,
Process, Procedure

19. The Results – did it work?
• Returned to full Investors in People recognition
in December 2007
• Achieved IIP Silver in 2010 – top 2% of IIP
Organisations – going for gold in 2011
• In 2009 we took part in the Best Companies to
Work for survey and were recognised as ‘Ones
to Watch’
• In 2010 we have achieved one star
accreditation - a 23% increase in employee
satisfaction across eight factors – retained in
2011

20. The Results – did it work?
• Our STATUS survey of residents was
conducted from March to May 2009 - 70.2%
are satisfied with the service offered by us a
landlord, an improvement from 64% in 2006
• Satisfaction is even higher among sheltered
(88%) and supported tenants (82%).
• 66.8% are satisfied with our repairs and
maintenance service, a 10% increase on three
years ago.
• Our annual resident survey shows resident
satisfaction at 80% in December 2010 up from
70.2% in 2009.

21. The Results – did it work?
• Our Employer Branding & Recruitment
Strategy was short-listed for the Chartered
Institute of Marketing Excellence Awards 2010
- we are the first Housing Association ever to
be nominated in these national awards.
• Recognised as a Highly Commended IIP
Organisation in March 2010
• Winner of London Regional National Training
Awards in 2010
• Winner of HR Team of the Year in Housing
Heroes Awards 2010

22. Questions?
Thank - You