Deloitte Shared Services Conference 2018 Focus 4: Building from within National Grid s talent story Lynsey Kitching and Theresa Wilson-Szokalo,

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1 Deloitte Shared Services Conference 2018 Focus 4: Building from within National Grid s talent story Lynsey Kitching and Theresa Wilson-Szokalo, National Grid

2 Building capability from within The National Grid talent story Lynsey Kitching & Theresa Wilson-Szokalo October 2018

3 What business is your shared services set up for?

4 What s your story? VISION An independent Business Services organisation delivering output based GOALS Safety: 0.00 IFR Safety Record APPROACH Protect: Professionalising the directorate across controls, process & service and implementing a Value: additional annual value delivered management system to protect existing annual value processes delivering increased annual Controls: Regulatory and Sarbanes Oxley Build: Delivering additional annual savings through: savings to National Grid compliance ensured by upper quartile Rightsourcing controls culture operating effectively and Engineering Services offering solutions across end-to-end customer centric efficiently with high levels of automation An end-to-end process based organisation Sustainable Business Services capability

5 Business Services change story Strategy Development Programme Execution to Date Programme Execution Remaining Mar 16 Jan 17 Mar 17 Jul 17 Sep 17 Nov 17 Feb 18 Separation of UK Shared Services commences to support Gas D divestment Alignment with UK & Group Exec around Level 4 Business Services Launch of the Protect Program with setting up of delivery team & programme governance Internal Business Service Launch to directorate employees Launch of Business Services colleague KPI Pack GTO & ETO Roadshow engagement and support for operational staff Management System operational supporting service delivery Separation of Shared Services complete with no stranding of costs Development of Business Services Strategy for transformation (C P S) Restructuring of support teams to align to strategic pillars Launch of Business Services institute Launch of Business Services with creation of BusBar CRM Solution supporting query management across Business Services Stand down of Protect delivery team and transition to BAU operation Jun 16 Feb 17 May 17 Aug 17 Oct 17 Jan 18 Mar 18 B U S I N E S C O N T R O L S P R O C E S S S E R V I C E S E R V I C E S BUS-BAR C R M T O O L I N S T I T U T E M A N A G E M E N T S Y S T E M

6 Are your people with you? Ask them! Building capability Our Ambition Colleague conversations Toolkits and resources BSI online platform Developing knowledge and capability within our teams is key to our success, maturity and our ambition to professionalise Business Services We need to ensure we have consistent levels of capability around our key areas of focus (Controls, Process and Service) Knowledge, skills and behaviour (KSB) matrices for controls, process and service tailored to specific roles and activities, aligned to future recruitment needs and company leadership qualities Capability conversations identified where we have gaps and where people need more support development of our Training Needs Analysis (TNA) Toolkits and resources designed to suit different learning needs (auditory, visual and kinaesthetic) gamification, videos, team activities that can be used by individuals or teams to support learning to grow capabilities Home to the toolkits, providing leaders and employees with easy access to what they need, through dedicated communities and collaboration spaces. System analytics and insight available to track and monitor usage which in turn can be used to evidence our growing capability.

7 Colleague conversations: Working with SMEs, capability matrices were developed for our 3 key areas of focus Controls, Process and Service. These showed the different levels of capability (focus on foundation then professional), what we need for each level of capability and helped us to determine where we wanted to be. These matrices were then used as the basis for our capability conversations (circa 124 in total) Key findings We re not always clear on what we mean by controls, process and service We need to focus on the basics/foundation level when it comes to controls what controls are and why they are important There is a higher level of awareness around process than there is for controls but we still need to go back to basics We have good understanding of what service is and what it should be like but we re not always sure how to do it We need to better articulate what great service looks like from our point of view The outputs of these conversations were used to develop a number of toolkits that leaders and employees can use to ensure we all reach a professional level of capability. The toolkits consist of resources, support, information and guidance through team exercises, gamification and collateral such as fact sheets and FAQs (and not restricted to training).

8 The Business Services Institute (BSI) is the online platform that will be home to the toolkits, providing leaders and employees with easy access to what they need Controls Communities Process Service The BSI is a collection of communities where we can all share information, ask questions, post updates and most importantly download resources. The focus is on unstructured training Sparks Leadership Health & wellbeing GBS The toolkits are designed to support and encourage learning in a number of different learning styles. Rather than training, the toolkits will consist of factsheets, team activities and video to provide a range of engaging and informative learning opportunities

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10 Own your response as a leader lead with intent To Bring Energy to Life, requires energy. Business Services is The Energy Inside National Grid. We are the people who help enable our company to fulfil its purpose. Like electricity, we re not always visible. But our influence is. Sometimes we need to improve or build on our successes, so we need to connect well with the people who rely on us. As The Energy Inside National Grid, we know that how we deliver is as important as what we deliver.