new models of hr sally campbell jane haire cheshire hr service
TRANSCRIPT
New Models of HR
Sally CampbellJane Haire
Cheshire HR Service
New Models of HRSession Aims
What are the challenges/opportunities for HR?Where are we now as a profession?Where could we be as a profession?Case Study – Cheshire HR ServiceThe challenges and next stepsDiscussion - Questions
The Challenge
Where are we now?
What do we spend our time on?
Illustrative example: Cheshire HR 2008 Task Analysis
Overall Time Spent on A, O and S
40%
49%
12%
0%
10%
20%
30%
40%
50%
60%
Pro
po
rtio
n o
f T
ime
(%)
Administrative
Operational
Strategic
What are the barriers to change?
Source: HR Transformation in Europe, a Mercer Study, 2006
A Future Operating Model
Process improvement
automisation , self service /HR Service
Centre
Centres of expertise
Customer retained HR activities
Multiple Systems
Non-Standard Complex
Processes
Multiple Locations
TransactionalEfficiencies
Baseline
RemoveComplexity
Remove complexity
Standardise Processes
Remove complexity
Standardise Processes
Remove complexity
Standardise Processes
Implement Common System
Remove complexity
Standardise Processes
Implement Common System
Establish new organisation
Remove complexity
Standardise Processes
Implement Common System
Centralise transaction processing
Establish new organisation
Remove complexity
Standardise Processes
Implement Common System
Centralise transaction processing
Establish new organisation
Remove complexity
Standardise Processes
Implement Common System
Centralise transaction processing
Implement e-enabled
common system
Migrate to Virtual transaction processing
Establish new organisation
Remove complexity
Standardise Processes
Implement Common System
Centralise transaction processing
Implement e-enabled
common system
Migrate to Virtual transaction processing
Multiple Systems
Non-Standard Simple
Processes
Multiple Locations
TransactionalEfficiencies
20%
Multiple Systems
Standard Simple Processes
Multiple Locations
TransactionalEfficiencies
40%
Common Systems
Standard Simple Processes
Multiple Locations
TransactionalEfficiencies
50%
Common Systems
Single/ Few Locations
TransactionalEfficiencies
60%
e-enabled system
Virtual LocationsTransactionalEfficiencies
75%
Increasing process maturity
Standard Simple Processes
Standard Simple Processes
CASE STUDY
CHESHIRE HR SERVICE
What our customers said they wanted (World Class HR Results - 2009)
• Strategic input into the business• Greater focus on learning and development• Improved technology and efficient processes• Improved access to HR services• Greater staff involvement in policy development and
improve policy communications• Improved line manager people management skills• Things done in a more timely manner
Our HR Services
Our Employee Relations Service
Employee Relations – What’s changed?Historically Current State Benefits
HR Transformation – Was it worth it?
• Supported organisations in making CIP’s year on year
• Increased customer satisfaction• Improved staff satisfaction survey results• Skill Mix/Career Development - Right people
undertaking right tasks • Technology benefits for HR and customers
The challenges of a new model
Internal HR
The Organisation New Capabilities
Self Diagnose their current stateSet realistic expectations aligned to cultureIdentify quick winsMake sure leaders are a partner on the journey
HR Business Partnering and StrategyManaging SLA’s/outsourced servicesBusiness Case Development
Absolutes Internal HR
Investment in technologyCommitment to concept of new mode of control
An OD/Change Programme which focuses on:
Developing capability to let go and take on the newChange in behaviours/ customer business focusHR Business Partners as commissioners of HR servicesDealing with those who will never change
• Integrated and sequenced approach
– process reform
– automation of processes/self service
– structural reorganisation
• Give attention to
– service gaps
– internal communication / knowledge sharing
– joined up delivery
– customer differences
– unclear accountabilities
HR Transformation: The next steps
Any Questions?