This document outlines key concepts and strategies in human resources management as presented by Fluid Consulting Limited. It includes case studies from various organizations highlighting challenges, strategies implemented, and benefits achieved, emphasizing the importance of effective HR practices. The document also discusses shared services, outsourcing, and continuous professional development in HR, providing practical insights for practitioners.

1. Things HR and Personnel people need to knowby Fluid June 2010

2. Page 2Contents3-4 Introduction to Fluid5-6 Terminology7-20 Strategy, real-life examples21-24 Shared services, Cambridgeshire County Council25-27 Pay28-29 CIPD qualifications whilst working30-33 Surviving the downturn34-35 Assessing the contribution of HR36-37 Making HR more credible 38-39 Make the HR intranet work40-41 Exercise42-53 Outsourcing54-55 Case studies56-57 Conclusion and questions

3. Page 3Introduction

4. Page 4Introduction to FluidFluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD 10 years in banking10 years in Human Resources consultancyFluid trading since 2006The core services provided by Fluid are:Retention

5. Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy

6. Page 5Terminology

7. Page 6TerminologyTERMINOLOGY

8. Change management

9. Coaching

10. High-performance working

11. HR business partner

12. Human capital

13. Knowledge management

14. Shared services

15. Talent management

16. Total rewardPage 7Strategy, real-life examples

17. Page 8CROYDON COUNCIL-THE CHALLENGE AND WHAT THEY DID

18. Croydon Council is the largest employer in the borough, spending more than £900M each year. However it was felt that the council’s HR service was struggling; decentralised and with no overall strategy

19. The council developed a people strategy, aligned with the council’s community strategy and corporate plan

20. Introduced a new leadership academy to develop talent

21. Workforce planning was focused on new ways of working for integrated workforce of council, police and health staff

22. Strategy monitored through annual plansStrategy, real-life examples 1 of 13

23. Page 9Strategy, real-life examples 2 of 13CROYDON COUNCIL-BENEFITS AND ACHIEVEMENTS

24. Croydon is now the best-performing London council for reducing sickness absence, now down to 5 working days

25. The council went from 68th to 6th in the human capital best value indicator for local authorities

26. The annual government inspection highlighted rapid improvement and increased productivity

27. More than £1.6M was saved in recruitment advertising and agency contractsPage 10HM PRISON SERVICE-THE CHALLENGE AND WHAT THEY DID

28. A new HR strategy was launched, aiming to deliver more effective working practices among its employees

29. Replaced large prison-based teams with a dedicated shared service centre, with HR business partners recruited to implement change

30. Sold the business case-reduction in costs by £148M over five years-to the board

31. Set challenging goals to improve diversity, restructure training, increase employee engagement, develop leaders and introduce qualifications for officersStrategy, real-life examples 3 of 13

32. Page 11Strategy, real-life examples 4 of 13HM PRISON SERVICE-BENEFITS AND ACHIEVEMENTS

33. BME representation has risen from 3% to 6% in a ten year period

34. New training plans were created for 600 people with increased training requests

35. A recent survey revealed that 75% were satisfied with their jobs, 72% felt they were treated with respect, and 88% were clear about what was expected from them

36. 2000 candidates have taken a new NVQPage 12Strategy, real-life examples 5 of 13LANCASHIRE COUNTY COUNCIL-THE CHALLENGE AND WHAT THEY DID

37. The council provides a wide range of public services directly and through partnerships to citizens. It recognised the time-bomb of a ‘demographically imbalanced’ workforce propped up by costly agency staff. The council wanted to target different types of jobseekers and connect them with the authority

38. Developed a public sector work trial scheme called WorkStart, creating a route back to work for long-term welfare recipients, reducing agency costs

39. Re-engineered the apprenticeship programme to address demographic trends

40. Founded Future Horizons, which gives young people qualifications, career advice and a work placementPage 13Strategy, real-life examples 6 of 13LANCASHIRE COUNTY COUNCIL-BENEFITS AND ACHIEVEMENTS

41. Developed a ‘grow your own’ culture by recruiting apprentices, saving £120000 a year

42. Arranged placements for 60 people through WorkStart, with 43 securing employment

43. New workforce models have contributed towards £1M in savings on agency staff

44. 18 young people completed pilot Future Horizons programme, with 14 going on to secure an apprenticeship with the councilPage 14Strategy, real-life examples 7 of 13MCDONALDS-THE CHALLENGE AND WHAT THEY DID

45. McDonalds needed to transform its reputation and reclaim the phrase ‘McJob’. Enhancing the brand would bring about improvements in recruitment, retention, customer and staff satisfaction as well as profitability

46. Friends and family contract, enabling two friends or family members to cover each other’s shifts

47. A hard-hitting campaign of press advertising and in-store posters highlighting their attractive benefits and signed off with the strapline ‘not bad for a McJob’Page 15Strategy, real-life examples 8 of 13MCDONALDS-THE CHALLENGE AND WHAT THEY DID

48. Ourlounge.co.uk, which is a lifestyle, career and personal development website for employees including the chance to obtain GCSE-literacy and numeracy qualifications through online learning

49. A public petition to change the dictionary definition of McJob

50. McTime-an online schedule enabling restaurant staff to check their shifts without having to contact the store directly

51. Designer uniforms to increase confidence and pridePage 16Strategy, real-life examples 9 of 13MCDONALDS-BENEFITS AND ACHIEVEMENTS

52. Accreditation from the QCA granting McDonalds UK awarding body status

53. Crew turnover reduced by 20% since reputation work began

54. 84% said their perception of McDonalds had improved as a result of seeing the McJob campaign, with a 25% increase in those saying they would recommend it as an employer

55. 73% said they feel motivated in their job

56. The McDonalds UK Brand Index Corporate Score rose 16 points (the biggest sector rise of the 1500 companies monitored)Page 17Strategy, real-life examples 10 of 13PFIZER UK-THE CHALLENGE AND WHAT THEY DID

57. A business transformation driven by internal and external pressures was needed to put the customer at the heart of Pfizer’s operating model. HR needed to lead a reorganisation to develop new ways of working with less resource and flatter structures that would deliver sustainable business growth

58. Developed an integrated business strategy, recognising people as the foundation for success and clarifying new business goals, priorities, plans and metrics

59. Introduced leadership programmes to develop a talent pipeline Held a ‘One Pfizer’ launch to engage line managers & colleagues

60. Recruited 9% of the workforce as behavioural champions to work closely with management and the board to change practicesPage 18Strategy, real-life examples 11 of 13PFIZER UK-BENEFITS AND ACHIEVEMENTS

61. Coaching programme for all line managers is on target for 95% completion

62. Latest revenue target is at 105% of budget

63. Embedded two of the new behaviours to the extent that 60% (behavioural index count) of all employees believe the behaviours have become part of ‘Ways of Working’Page 19Strategy, real-life examples 12 of 13THOMSON REUTERS-THE CHALLENGE AND WHAT THEY DID

64. Following a global merger a number of changes needed to take place

65. Designed and started implementation of a new global HR function, integrating the two HR functions

66. Put in place mechanisms for monitoring employee morale through regular ‘pulse checks’

67. Hand picked experienced employees to lead 16 workstreams

68. Ensured top team ownership of key processes-for example, the CEO wrote ‘guiding principles’ to inform line managers’ behaviour when appointing employees

69. Provided universal access to all jobs across the organisation by integrating recruitment systemsPage 20Strategy, real-life examples 13 of 13THOMSON REUTERS UK-BENEFITS AND ACHIEVEMENTS

70. Delivered a globally consistent redundancy process

71. Rolled out a single performance management system in time for mid-year reviews

72. Agreed and delivered a single compensation framework by day one

73. Helped appoint more than 500 people to new roles by day onePage 21Shared services

74. Page 22Shared services 1 of 3CROSS-ORGANISATIONAL SHARED SERVICES

75. Be absolutely clear on what shared services will deliver to your organisations and set specific goals

76. Define who its customers are and implement robust review measures to ensure their needs are being met

77. Be pragmatic about which activities should be in-house and which should be outsourced, and be clear when communicating your new HR processes to stakeholdersPage 23Shared services 2 of 3CROSS-ORGANISATIONAL SHARED SERVICES

78. Explore all your technology options with a view to taking the mundane tasks out of processes while keeping important services in place

79. Agree on governance structures that will determine the type and standard of services offered, designing procedures that allow adjustment with change

80. Develop an agreed internal pricing regime which can include a variety of charging mechanisms, but needs to be modelled so that partners are aware of cost exposurePage 24Shared services 3 of 3CROSS-ORGANISATIONAL SHARED SERVICES

81. Have service level agreements in place to avoid disagreements on things such as speed of delivery

82. Clarify whether the services are hosted by a separate new business owned by partners or by one organisation on behalf of others

83. Determine whether employees will retain contracts of employment or be TUPE-transferred

84. Maintain a long-term vision, as it will be needed to overcome any day-to-day problemsPage 25Pay

85. Page 26Pay 1 of 2BBC

86. Department of Health

87. Derby Hospitals NHS Foundation Trust

88. BBC

89. BBC

90. BBC

91. Cabinet Office

92. BBC

93. Home Office

94. BBCPage 27Pay 2 of 2FTSE 100

95. Chief Executive

96. Finance Director

97. FTSE 250

98. Chief Executive

99. Finance Director

100. FTSE 350

101. Chief Executive

102. Finance DirectorPage 28CIPD qualifications whilst working

103. Page 29CIPD qualifications whilst workingThink strategically

104. Build a support network

105. Keep your manager in the loop

106. Be organised

107. Manage your time

108. Work on key study skills

109. Link with continuing professional development

110. Make the most of resources

111. Keep your end goal in mindPage 30Surviving the downturn

112. Page 31Surviving the downturn 1 of 3Understand the business context

113. Look at competitors

114. Protect your talent

115. Think long term

116. Do your homeworkPage 32Do get your house in order

117. Do refocus your HR agenda on new business priorities

118. Do tackle the basics

119. Do focus on top talent

120. Do more with what you’ve got

121. Don’t lose your identity

122. Don’t stop hiring the best talent

123. Don’t ignore opportunities to increase revenue

124. Don’t lose the wrong people

125. Don’t cancel capital projects that will be needed in the upturnSurviving the downturn 2 of 3

126. Page 33HR INTERIMS

127. Know yourself

128. Perfect your CV

129. Network, network, network

130. Prepare well for interview

131. Take advantage of agencies

132. Use the internet cleverly

133. Ask people to refer you-and return the favour

134. Explain your gaps

135. Be flexibleSurviving the downturn 3 of 3

136. Page 34Assessing the contribution of HR

137. Page 35Assessing the contribution of HRUnderstand the metrics

138. Collect the correct data

139. Report the right data to the right people

140. Use a basket of measures

141. Develop leading and lagging indicators

142. Dealing with the dataPage 36Making HR more credible

143. Page 37Making HR more credibleGet the basics right

144. Spend some time outside HR

145. Manage risk

146. Admit what you don’t know

147. Focus on outcome, not process

148. Help the line to achieve objectivesPage 38Make the HR intranet work

149. Page 39Make the HR intranet workSort out the basics

150. Get people to log on

151. Use it as a telephone substitute

152. Think big on HR self-service

153. Don’t forget payroll

154. Think outside the intranet

155. Get a second opinionPage 40Exercise

156. Page 41Exercise

157. Page 42Outsourcing

158. Page 43Outsourcing 1 of 11TERMINOLOGY

159. BPO

160. HR transformation

161. Infusion

162. Insourcing

163. KPI

164. Lift and shiftPage 44Outsourcing 2 of 11TERMINOLOGY

165. Pure play

166. RFI

167. SLA

168. Value leakage

169. Vanilla servicePage 45Outsourcing 3 of 11SELECTING A PROVIDER

170. Put yourself in their shoes

171. Plan the key messages

172. Communicate your case

173. Check, practice and rehearse

174. Give decision-makers a choice

175. Now repeat the first five steps

176. Maintain momentumPage 46Outsourcing 4 of 11DRAWING UP A CONTRACT

177. Scope

178. Managing service performance

179. Poor performance

180. The governance structure

181. Exit managementPage 47Outsourcing 5 of 11MANAGING THE CONTRACT

182. Sign the contract but don’t abdicate responsibility

183. Develop core competence in contract management

184. Ensure board-level support

185. Select a partner that works to understand you

186. Establish a collaborative relationship

187. Consider setting up the contract as a joint venture

188. Understand what you currently get out of HR

189. Retain ownership of the HR policy and strategyPage 48Outsourcing 6 of 11RECRUITMENT PROCESS OUTSOURCING

190. Dos

191. Don’tsPage 49Outsourcing 7 of 11RECRUITMENT PROCESS OUTSOURCING-insand outs

192. Client seeking improved efficiency calls in RO company to handle some or all of its recruitment

193. Outsourcing experts assess company’s requirements with in-house HR department and advise on best strategyPage 50Outsourcing 8 of 11RECRUITMENT PROCESS OUTSOURCING-ins and outs

194. Recruitment process, including advertising, analysis of job applicants and interviews, handles by RO team

195. Once employees are hired, outsourcers help them settle into new positions by organising security passes, initial training etc.

196. When an employee leaves a RO firm, RO expert interviews them to ensure smooth transition of duties to their successorPage 51Outsourcing 9 of 11RECRUITMENT PROCESS OUTSOURCING-Key driversfor growth

197. Globalisation is driving down recruitment costs and increasing the opportunities for outsourcing

198. Communications technology links the world and drives efficiency gains

199. New business models are focusing on shareholder and stakeholder value leading to more transparent recruitment costsPage 52Outsourcing 10 of 11RECRUITMENT PROCESS OUTSOURCING-Key driversfor growth

200. Risk management techniques mean management is better prepared to evaluate alternative strategies

201. Mobility of labour, including migration within the EU and globally, makes recruitment more dynamic

202. Diversity of the workforce results in more flexible work patternsPage 53Outsourcing 11 of 11PAYROLL

203. Dos

204. Don’tsPage 54Case studies

205. Page 55Case studies

206. Page 56Conclusion & Questions

207. Page 57ConclusionSummaryQuestions