HR Transformation: prizes and challenges. Agenda. HR Transformation. Institute for Employment Studies 1
|
|
- Silas McBride
- 6 years ago
- Views:
Transcription
1 HR Transformation: prizes and challenges Peter Reilly Director HR Research and Consultancy the institute for employment studies Agenda What is HR transformation? What prizes does it bring? What challenges need to be met? The available solutions HR Transformation the institute for employment studies Institute for Employment Studies 1
2 Dimensions of HR transformation Automation Standardisation Consolidation What s involved in automation Integrated records (and payroll) systems Better MI Information through intranet Self service Stand alone e-systems Document management & work flow What s involved in standardisation Re-engineering processes To exit, transfer & simplify Using best practice to ensure quality and consistency Allowing internal and external benchmarking To obtain standard systems? processes? polices? Institute for Employment Studies 2
3 What s involved in consolidation (and other structural change) Bringing together dispersed activities into single organisation Aim is to share services for common good Focuses on transactional and informational Can allow business embedded HR to flourish independently & specialist expertise to grow Business partners Corporate centre Centres of expertise Shared services Plus New relationships with stakeholders CEO Employees Line Managers New purpose and role New content CSR OD Branding Drivers of transformation Cost reduction Improved service standards More business focus Increased customer sensitivity Greater added value Repositioning function away from administration towards strategy Institute for Employment Studies 3
4 Repositioning HR strategic strategist/integrator contribution adviser/ consultant tactical short administrator/controller time orientation long A corporate example HR focus and capability Shaping, creating impact Functionally effective Process efficient Transaction dominated time General drivers of transformation Cost reduction Improved service standards More business focus Increased customer sensitivity Greater added value Repositioning function away from administration towards strategy (segmenting & balancing transformational & transactional) Following the lead of other functions Institute for Employment Studies 4
5 Specific drivers What drives consolidation, standardisation & automation Strategy structure processes systems Strategic positioning Improve services Cut costs Consistency Financial savings Credibility Benchmarking Cost Commonality Better MI Integration Facilitates devolution The prizes the institute for employment studies So what are the prizes? Within the function: Shift towards valued-added work Institute for Employment Studies 5
6 Activity shift (company example) Original HR After shared services After self service 10% 20% 30% 60% 60% 20% Key: Strategy, administrative, advice and delivery So what are the prizes? Within the function: Shift towards valued added work Improved, faster processes Lower costs Better customer feedback Seen as a valued contributor People management on the map Specific benefits What benefits from consolidation, standardisation & automation Strategy structure processes systems Service quality Service quality Faster service HR repositioning Business focus HR issues more on agenda Deeper expertise Good practice Better benchmarking Cost savings Cost reduction Greater consistency Institute for Employment Studies 6
7 So what are the prizes? Within the function: Shift towards valued added work Improved, faster processes Lower costs Better customer feedback Seen as valued adviser People management on the map For the organisation as a whole Superior performance through people Performance through people Higher productivity Better attendance Lower attrition Better service delivery Higher quality Reduced costs Improved organisational functioning Aligned culture & organisational values The challenges the institute for employment studies Institute for Employment Studies 7
8 Customers not always happy! HR policies good in theory but difficult to implement Business partners need to get out more Is HR up for it, as well as up to it? HR unduly constrains line HR is insufficiently in touch with business Business partners promise the earth because they leave someone else to deliver HR is unresponsive and slow HR quality varies from superb to one wonders how they managed to find their way to work! Challenges with service delivery Problems with Structures Systems Processes What problems faced? Segmentation: boundary management poor communication and learning unclear accountability role ambiguity Service model: over promising, under delivering customer complaints no recognition of customer differences multiple delivery channels service gaps - the Polo problem Institute for Employment Studies 8
9 The polo problem Strategic Operational Administrative Further problems Technology doesn t work as promised self service insufficiently intuitive accusations of dumping by line tail wagging dog over automation of processes Standardisation cultural/customer differences ignored centralisation by another name More challenges HR resistance Customer rejection Change management Distance from employees Failure of devolution to line Institute for Employment Studies 9
10 Inhibitors to devolution Line manager issues HR issues Technology issues priorities disposition training time skills restrictive HR processes lack of role clarity lack of mgt encouragement to devolve reluctance to let go poor employee self-service capability poor manager self-service capability mean scores 0 = not at all 1 = a fair amount 2 = a great deal Source: CIPD research 2007 More challenges Change management HR resistance Customer rejection Distance from employees Failure of devolution to line Getting message accepted of people as assets Being able to prove HR/people management contribution to organisational success Lack of focus on key issues Time v importance (the top 3 activities for HRDs) Activity Area Business strategy Implementing HR policies Developing HR strategy & policy Providing specialist HR input Providing support to line managers Helping employees 9 26 Change management Updating own HR knowledge 5 9 HR administration Perc entage (n=775) most time consuming most important Source: CIPD research 2007 Institute for Employment Studies 10
11 More challenges HR resistance Customer rejection Change management Distance from employees Failure of devolution to line Getting message accepted of people as assets Being able to prove HR/people management contribution to organisational success Lack of focus on key issues HR capability and career development HR capability needs willingness to innovate integrity negotiating skills business knowledge ability to deliver to targets strategic thinking Most important Biggest Challenge leadership skills communication skills understanding HR practices influencing skills Percentage of respondents (n=767) CIPD research 2007 Does HR have the skills? Most frequently listed competencies for successful international HR professionals in CIPD research: Process skills providing information & advice mobilising & engaging balancing Political skills facilitating cultural sensitivity ambiguity tolerance team working Technical skills compensation training resourcing etc. Business skills strategic thinking business understanding Institute for Employment Studies 11
12 or these characteristics? (SHRM 4Cs model) Susan Meisinger The Future of HR Management Is HR up for it? What about personal attributes? like courage Are there performance constraints? Confidence to challenge Motivation to improve Flexibility to adapt Determination to make an impact Resilience Performance = potential interference Traditional career structure Personnel Manager Senior Personnel Officer Graduate recruitment Personnel Officer Personnel Assistant Admin. Recruitment Institute for Employment Studies 12
13 Worst case future HR career map Corporate HR transfers from line management Centres of expertise Business partner external recruitment outsourced Shared service external recruitment How to meet the challenges and overcome the problems the institute for employment studies How do you do this? Build a world class approach to HR Institute for Employment Studies 13
14 Building a world class HR model World Class HR Practice Create value Added value Value for money Aligns & integrates with the business Achieves desired results for the business Gets the basics right I M P A C T Proactively leads the people agenda Facilitates people management Supports people management Sustainable innovation Continuous improvement Customer focus How do you do this? Build world class HR by: Getting the basics right efficient processes and systems Providing the operational support line managers need (not want) Developing a suite of HR policies & practices that enables good people management/drive success A service-driven model Organisational leadership and culture HR policies and practices line management employee behaviours superior performance Institute for Employment Studies 14
15 How do you do this? Build world class HR by: Getting the basics right efficient processes and systems Providing the operational support line managers need (not want) Developing a suite of HR policies & practices that enables good people management/drive success Facilitate managers management of people Offer tools that help them in that role Solve business (not HR) problems focus on business critical issues How do you do this? (2) Develop a Human Capital model and get it accepted by management A broader human capital model Individual capability Development ability: skills, training education access: resourcing recruitment succession attitudes: engagement involvement application: job design autonomy Deployment Organisational action Tamkin et al, 2006, IES Institute for Employment Studies 15
16 How do you do this? (2) Develop a Human Capital model and get it accepted by management Integrate HR and people management activities Build social capital through knowledge sharing, networking and relationships Anticipate change through horizon scanning & internal sensing Prepare the organisation for change and deliver it successfully How do you do this? (3) Determine the optimal service delivery model and make it work What to do with automation & standardisation? Automation Don t assume technology will work as planned Return to human interaction where: efficient sensitive Customise to make systems intuitive Make most of better MI by building analytical skills Standardisation Only standardise where real benefits processes? policies? systems? Maximise freedom for management within limits Exploit advantages of transparency and simplicity Institute for Employment Studies 16
17 What to do with structures/roles? Don t ignore economies of scale but join up the dots plug the holes Design jobs people can do and be clearer in role specification and be more customer sensitive give line more operational support differentiated service offering think of the external client Adjusting the 3 legged stool structure Corporate centre Junior Business Partners Business partners Centres of expertise Shared services Operational execution Case management Assistants Assistants What to do with structures/roles? Don t ignore economies of scale but join up the dots plug the holes Design jobs people can do and be clearer in role specification and be more customer sensitive give line more operational support differentiated service offering think of the external client Innovate in partnership working Institute for Employment Studies 17
18 Consider optimal method of service delivery: options on shared services Integrated service provider In-house cost centre In-house profit centre Wholly owned subsidiary Joint venture Outsourced to third party Ownership and control Sharing solutions Use of same standard processes Shared payroll records Front end sharing Common processes Joint ad hoc solutions Shared back end services Full shared services Shared recruitment advertising Providing specific training Common service & call centre How do you do this? (3) Determine the optimal service delivery model and make it work Build HR capability Institute for Employment Studies 18
19 What to do with skills Reflect HR specific needs in any competency list Tackle disposition Skill up existing HR staff training development Bring in capability Improve career management processes Learn from other functions How do you do this? (3) Determine the optimal service delivery model and make it work Build HR capability Demonstrate HR effectiveness and efficiency operational excellence client service delivery at lowest cost business impact and measure it Clarity over measurement HR efficiency People management efficiency IMPACT HR effectiveness People Management effectiveness OUTCOME Institute for Employment Studies 19
20 To sum up Emphasis on structures and processes necessary but not sufficient basics often better than previously function often more efficient than before Areas of improvement remain capability of HR to deliver added value across a wide range of content getting message accepted of people as assets being able to prove HR and people management contribution For further information contact: peter.reilly@employment-studies.co.uk thank you Institute for Employment Studies 20
A Guide to HR Shared Services
A Guide to HR Shared Services Contents Why Introduce an HR Shared Service Centre? The new HR Delivery Model Including the right processes in the HRSSC Role of technology Planning for HR Shared Services
More informationJob title: Diversity & Inclusion Manager. Grade: PO 5. Role code: EBC0470. Status: Police Staff. Main purpose of the role:
Job title: Diversity & Inclusion Manager Grade: PO 5 Role code: EBC0470 Status: Police Staff Main purpose of the role: Develop, co-ordinate and implement the Forces Diversity & Inclusion Strategy, ensuring
More informationJOB DESCRIPTION 1. JOB DETAILS JOB HOLDER. Director of Human Resources 2. JOB PURPOSE
JOB DESCRIPTION 1. JOB DETAILS JOB HOLDER JOB TITLE IMMEDIATE MANAGER BUSINESS UNIT/DEPARTMENT Director of Human Resources Chief Executive Human Resources 2. JOB PURPOSE To develop, manage and evaluate
More informationIntroduction - Leadership Competencies
Introduction - Leadership Competencies The leadership framework is closely linked to the Centrica values - trust, pride, challenge, support and passion for customers. The behavioural indicators for each
More informationAn integrated framework which is fit for the future
Whitepaper HR Role Family An integrated framework which is fit for the future CourageousHR works with HR leaders and Communities to identify their distinctive contribution and then make it, both culturally
More informationJOB AND PERSON SPECIFICATION. Adviser and Head, Organisational Development and Systems
JOB AND PERSON SPECIFICATION Job Title: Division Grade: Adviser and Head, Organisational Development and Systems Human Resources Division F Reports To: Director of Human Resources Division General Information
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationNZ POLICE CORE COMPETENCIES. Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop HOW WE DO THINGS: OUR CORE COMPETENCIES
NZ POLICE CORE COMPETENCIES Communicate, Partner, Solve, Deliver, Lead, Innovate, Develop 1 INTRO These are behaviours that are important to achieving our goals. They describe how we work as opposed to
More informationDeveloping a new model of HR Services
Developing a new model of HR Services Claire Macconnell Associate Director of Business Services arvato Cheshire HR Service Cheshire HR Service Overview Established in 2006, experienced in supporting NHS
More informationCulture and behaviours Creating confidence in your biggest asset
www.pwc.com/riskassurance Culture and behaviours Creating confidence in your biggest asset The executive summary series paper No.6 People are an organisation s greatest asset and also its greatest potential
More informationLEVEL & SALARY Level 9 up to (Inclusive of 2% pay award effective 1 st April 2014)
JOB DESCRIPTION: Human Resources Manager LEVEL & SALARY Level 9 up to 39402 (Inclusive of 2% pay award effective 1 st April 2014) RESPONSIBLE TO: Director of Human Resources and Organisational Development
More informationClosing the talent management gap: Harnessing your employees talent to deliver optimum business performance
Closing the talent management gap: Harnessing your employees talent to deliver optimum business performance (Published in Strategic HR Review, Volume 5, Issue 3, 2004, http://www.emeraldinsight.com/doi/abs/10.1108/14754390780000963)
More informationVACANCY: EMPLOYEE RELATIONS MANAGER
VACANCY: EMPLOYEE RELATIONS MANAGER To develop and foster a sound employee relations and internal communication strategy through monitoring and analysing the workplace, company policies, procedures and
More informationNumber of direct reports: 6 Number of indirect reports: 55-65
Operations Manager [JobTitle] Created: 21 July 2017 Group: People & Corporate Services Job family: Other Position number: TBA Hours worked per week: 35 Manager s title: Head of MFBC Status of PD: Final
More informationHow HR Creates Value. Exercise. Exploring the HR impact along the HR Transformation Continuum TM (v3)
Exercise How HR Creates Value Exploring the HR impact along the HR Transformation Continuum TM (v3) CourageousHR works with HR leaders and Communities to identify their distinctive contribution and then
More informationBusiness Centre People Services Manager
Business Centre People Services Manager Created: 15 August 2017 Group: People & Corporate Services Job family: People Position number: TBA Hours worked per week: 35 Manager s title: Head of Business Centre
More informationHuman Resources Strategy
Human Resources Strategy 2007-2012 1. Introduction 1.1 QMU will deliver its Institutional Strategy through the efforts, skills and capabilities that our people contribute to the organisation. In order
More informationCompetency Framework
Competency Framework Revised June 2014 Page 2 of 12 Introduction What are Competencies and how are they used? A competency is an ability, skill, knowledge or trait that is needed for the successful performance
More informationDirector of Human Resources EMH
It is important to note that this job description is a guide to the work you will initially be required to undertake. It may be changed from time to time to meet changing circumstances. It does not form
More informationHead of HR & Organisational Development. Social Work England
Reference number: SWECS11 Head of HR & Organisational Development Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 25 June 2018 Interviews w/c 9 July 2018 1 Contents About
More information2. Ofqual level 6 descriptors
Learning Outcomes and Assessment Criteria The learning outcomes and assessment criteria for the Chartered Manager Degree Apprenticeship have been based upon the following: 1. DfEdefinition - level 6 descriptor
More informationThe postholder will work as a key member of the senior team for Organisational Learning and Development.
JOB TITLE: BAND: BASE: RESPONSIBLE TO: ACCOUNTABLE TO: OD Consultant AFC 8b XX Director of L&D and OD Director of L&D and OD JOB SUMMARY To provide specialist OD consultancy expertise and support to the
More informationI will be dependent on the Technology Business Planning Manager being open to sharing their experiences
Development plan Name: Jenna Hanson Membership number: 24681012 Covering the period from: January to December What do I want/need to learn? What will I do to achieve this? What resources or support will
More informationSUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER
Business Unit Human Resources Band 2 Work Code People Mgr/Ind Contrib PM Direct Expense 4.4m labour Generic Role Title HR Team Manager CAPEX n/a Market Role Title Strategy & Operations Manager Direct People
More informationBusiness Centre Client Services Manager
Business Centre Client Services Manager Created: 15 August 2017 Group: People & Corporate Services Job family: Other Position number: TBA Hours worked per week: 35 Manager s title: Head of Business Centre
More informationDelegated Authority Level 5. Human Resources Department. Job Purpose
Post: Delegated Authority Level 5 Team: Responsible to: Responsible for: Human Resources Department Director of HR & OD Recruitment Administrators X Job Purpose To take a lead role in managing and developing
More informationOur Corporate Strategy Information & Intelligence
Our Corporate Strategy Information & Intelligence May 2016 UNCLASSIFIED Information & Intelligence: Executive Summary What is our strategic approach for information & intelligence? Our decisions and actions
More informationSenior Human Resources Manager Business Support Team EHA
It is important to note that this job description is a guide to the work you will be required undertake. It will be changed from time to time to meet the needs of the service. It does not form part of
More informationEnd Point Assessment Plan HR Consultant / Partner Standard Level 5
End Point Assessment Plan HR Consultant / Partner Standard Level 5 SUMMARY This Assessment Plan covers the HR Consultant / Partner Standard that has been developed by a cross sector group of employers,
More informationSEARCH PROFILE. Executive Director Labour and Employment Policy. Public Service Commission. Executive Manager I
SEARCH PROFILE Executive Director Labour and Employment Policy Public Service Commission Executive Manager I Salary Range: $125,318 $164,691 ($4,801.47 $6,310.03 bi-weekly) Open Competition Job ID: 1052022
More informationCHRISTIAN AID GLOBAL COMPETENCY MODEL
CHRISTIAN AID GLOBAL COMPETENCY MODEL Christian Aid s global competency model describes the main skills and abilities that everyone needs to demonstrate in order to perform effectively in their role at
More informationWhite paper. Assessing and Developing Potential. Introducing Capp Development Solutions
White paper Assessing and Developing Potential Introducing Capp Development Solutions CONTENTS 3 INTRODUCTION 4 PART ONE: WHAT IS POTENTIAL? 5 PART TWO: DEVELOPING POTENTIAL 6 ON-BOARDING 7 PERFORMANCE
More informationBehavioural Attributes Framework
Behavioural Attributes Framework There are eight attributes in the University of Cambridge Behavioural Attributes Framework: Communication; Relationship Building; Valuing Diversity; Achieving Results;
More informationThe CIPD profession map: a guide
The CIPD profession map: a guide Contents Introduction... 3 The design principles and architecture of the Profession Map... 4 Bands and transitions... 5 Transitions: moving through the bands... 7 Professional
More informationJob Description. Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.
Job Description Job title: Reports to: Head of Resources Chief Executive Officer Salary & Benefits 38,151 44,766 + Final Salary Pension (Lothian Pension Fund), 25 Days holiday + 10 stats, and 36.5 working
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationWales Millennium Centre Behavioral Competencies Framework 1
Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out
More informationOrganisational Development Manager
POSITION DESCRIPTION Position Title Group Branch Reports to (Title) Position Type Organisational Development Manager People and Culture People and Culture Branch Manager, People and Culture Full Time -
More informationBeyond the First 90 Days
RESEARCH STUDY Executive Selection and Integration Beyond the First 90 Days WHAT WE THINK RHR and RHR INTERNATIONAL and all related logos are trademarks or registered trademarks of RHR International LLP.
More informationAsset Management Policy
Asset Management Policy January 2018 Introduction Our Asset Management Policy was last published in 2014. It is being updated to reflect our commitment to regularly review and improve all of our Asset
More informationDriving individual engagement. How to revolutionise the way you motivate and engage your employees
Driving individual engagement How to revolutionise the way you motivate and engage your employees Focus on the individual Creating a team of individuals who possess the right mix of job capabilities and
More informationGetting Things Done Insight and Awareness Working Together Accountability Achieving goals Prioritising & Planning Learning & Change
Competency Framework At UP Projects we have a competency-based approach to staff recruitment, performance review and development. The Framework underpins the culture of the organisation and adds to what
More informationPOSITION DESCRIPTION KEY RESULT AREAS
POSITION DESCRIPTION Position Title: Human Resources Business Partner Date: Sept 2012 Department: Human Resources Sub department: HR ANZ Location: Wellington Reports to: Human Resources Manager ANZ Direct
More informationCompetencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
More informationAHRI Model of Excellence
AHRI Model of Excellence The AHRI Model of Excellence is a graphic representation that combines what HR practitioners should know, what they are expected to do and what their peers expect them to be in
More informationFuture Focus UCAS strategy to 2020
Future Focus UCAS strategy to 2020 Foreword from Professor Sir Steve Smith, UCAS Chair, and Clare Marchant, CEO Contents Foreword 2 Overview 3 Who we are 4 Markets 5 Strategic objectives 6 Admissions services
More informationOrganisational structure showing the position with two positions above and two positions below. Commissioner General
JOB PROFILE 1. POSITION DETAILS JOB TITLE : Chief Human Resources GRADE : 8 Officer DIVISION : Human Resources REVIEW DATE : April 2018 LOCALITY : LRA Head Quarters POSITIONS NUMBER : JOB HOLDER : MANAGER
More informationRole Description Head of Finance
Role details Title: Department: Role reports to: Corporate Services Chief Finance Officer Role purpose overview Zero Waste Scotland is funded by the Scottish Government to support the delivery of its low
More informationDORSET PROCUREMENT. Procurement Strategy
DORSET PROCUREMENT Procurement Strategy 2018 2020 To provide procurement and commercial expertise that supports contracts and purchasing activity to deliver value for money, social value and added value
More informationHRIS 2018 Market Overview
HRIS 2018 Market Overview November 2017 Workplace trends we are seeing Digitisation means every business is digital 67% of CEOs believe they are running a technology company Fortune 47% CEOs think digital
More informationCOMMERCIAL OPTIMISATION:
COMMERCIAL OPTIMISATION: How to ensure full value capture from oil and gas value chains December 2017 Management Consulting at Charles River Associates INTRODUCTION The term lower for longer, once just
More informationHow to Create User Adoption of HR Software Applications. William Tincup, SPHR, SHRM SCP
How to Create User Adoption of HR Software Applications William Tincup, SPHR, SHRM SCP Agenda HCM Market User Adoption Implementation Checklist 7 Points of Satisfaction Buying Trends Q&A Map of the Market
More informationOUR PEOPLE STRATEGY
OUR PEOPLE STRATEGY 2017-2020 Front cover inset image Daniel Overturf PEOPLE STRATEGY 3 INTRODUCTION The Historic Environment Scotland (HES) Corporate Plan sets out our ambition to be the lead Public Body
More informationTHE EFFECTIVE CHIEF STRATEGY OFFICER
THE EFFECTIVE CHIEF STRATEGY OFFICER Six characteristics in search of a role Patrick Foley and Neal Kissel April 2017 Management Consulting at Charles River Associates INTRODUCTION It s an increasingly
More informationRECRUITMENT.
www.tbsminingsolutions.com RECRUITMENT ABOUT US TBS Mining Solutions Pty Ltd is a unique global service provider in the mining industry. Our globally experienced personnel are dedicated to ensuring our
More informationHead of Education, Continuous Professional Development and Standards. Social Work England
Reference number: SWESP11 Head of Education, Continuous Professional Development and Standards Social Work England Sheffield Information Pack for Applicants Closing date 12 noon 2 July 2018 Interviews
More informationTransforming Talent Assessment Globally
Talent Assessment Transforming Talent Assessment Globally We enable organisations to identify potential, accelerate performance and achieve results. Psychometric guru Professor Peter Saville broke industry
More informationThe Enterprise of the Future
The Enterprise of the Future Volatile markets, shifting demand for skills, and emerging technology require organizations and their workforces to adapt. Integrating global talent separated by cultural differences
More informationManager, Business Performance and Contracts
POSITION DESCRIPTION 1. POSITION DETAILS Position Title: Division: Unit: Management Level: Manager, Business Performance and Contracts City Projects & Property Property Services M4 2. ORGANISATIONAL RELATIONSHIPS
More informationTransactional to Strategic Building & Maximizing Your Credibility as a Strategic Business Partner
Transactional to Strategic Building & Maximizing Your Credibility as a Strategic Business Partner Iwan Roberts Vice President, Global HR Operations & HR Shared Services at Pearson PLC Transactional to
More informationAPPENDIX 1 POSITION DESCRIPTION. Name Signature Date. Name Signature Date
APPENDIX 1 POSITION DESCRIPTION Employee: Manager: Position: Head of HR Australia and NZ (Career Progression Level 8) Location: Reports to: Purpose: Auckland, New Zealand General Manager Global People
More informationThe HR Function in 2021: Models & Competencies Fall 2017 CAHRS RA Project - White Paper Chris Kelly & Katie Rapp
The HR Function in 2021: Models & Competencies Fall 2017 CAHRS RA Project - White Paper Chris Kelly & Katie Rapp I. Methodology The findings of this research project are based on interviews with 57 Human
More informationThe BOLD HR Business Partner: Beyond Generalist to Trusted Advisor
The BOLD HR Business Partner: Beyond Generalist to Trusted Advisor Karen Shellenback, Bersin by Deloitte Debbie Sehulster, Halliburton April 30, 2015 Download the IMPACT Conference App Use the IMPACT conference
More informationworking hours full time is 35 hours a week. You ll agree your working pattern with your manager.
resourcing manager reporting to head of learning, talent and resourcing direct reports resourcing partners working hours full time is 35 hours a week. You ll agree your working pattern with your manager.
More informationJOB APPLICATION PACK. Head of Finance Business Partnering. Department: Finance Business Partnering. 1 P a g e
JOB APPLICATION PACK Job Title: Directorate: Head of Finance Business Partnering Finance Department: Finance Business Partnering Location: Twickenham 1 P a g e Dear Candidate Thank you for your interest
More informationSenior HR Manager Job details
SENIOR HR MANAGER, MARCH 018 Linking local priorities and global challenges Senior HR Manager Job details Group Reports to Responsible for Purpose of job Main Contacts Human Resources Chief Operating Officer
More informationProfessional Skills for Government Leadership and Core Skills for NICS Grade 5 Leadership. Core Skills
Leadership Leadership The three roles the service expects leaders to play are: Provide/Set Direction Inspire, seize opportunities, take tough decisions Deliver results Work with Stakeholders, Focus on
More informationPosition Description Carers Victoria General Manager Business Support
Position Description Carers Victoria General Manager Business Support The Position Carers Victoria is seeking to appoint an ideal candidate to the role of General Manager Business Support to direct and
More informationThe Boardroom DEVELOPING SALES LEADERS.
Developing Sales Leaders The Boardroom are a best practice sales and sales leadership Assessment and Development Programme, providing high value client-centric solutions to companies from all sectors across
More informationSEARCH PROFILE. Executive Director Financial Institutions Policy. Alberta Treasury Board and Finance. Executive Manager I
SEARCH PROFILE Executive Director Financial Institutions Policy Alberta Treasury Board and Finance Executive Manager I Salary Range: $125,318 $164,691 ($4,801.47 $6,310.03 bi-weekly) Open Competition Job
More informationFast Track Programme for Serving Constables
Fast Track Programme for Serving Constables High Potential Development Tool Candidate Pack 2015 College of Policing Limited Leamington Road Ryton-on-Dunsmore Coventry, CV8 3EN Publication date: September
More informationSession W6. Developing HR Business Partners as Change Activists
Session W6 Developing HR Business Partners as Change Activists HRBP as Change Activists Giles O Halloran Lead Tutor - CIPD 2 Firstly.. DON T PANIC.!! 3 Socialising the Session Feel free to use the following:
More informationBusiness Consulting Services. Procurement - Contributing to Corporate Value. The Global CPO Survey Philip Molnar IBM Canada
Procurement - Contributing to Corporate Value The Global CPO Survey 2007 Philip Molnar IBM Canada Value Wins: The Global CPO Survey Raising the Stakes - Procurement on the Boardroom Agenda 2 New Frontiers
More informationH U M A N R E S O U R C E S M A N A G E R
DESCRIPTION OF WORK: H U M A N R E S O U R C E S M A N A G E R Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human
More informationhighs & lows of leadership skills in universities
highs & lows of leadership skills in universities Dr Peter Langford m: 0408 810 502 e: peter.langford@voiceproject.com : Join me and Voice Project s discussion group on LinkedIn Page 1 agenda 1. Lessons
More informationProcurement Business Partner. Service Manager Procurement Business Partnering. Grade: Type of position: Hours per Week: Full Time
Job Description Job Reference 710014 Job Title Procurement Business Partner Service Commercial Services Team Procurement Business Partnering Location Reports to Shute End Service Manager Procurement Business
More informationBusiness Centre Supply Chain Manager
Business Centre Supply Chain Manager Created: 15 August 2017 Group: People & Corporate Services Job family: Finance Position number: TBA Hours worked per week: 35 Manager s title: Head of Business Centre
More informationCBI SKILLS FRAMEWORK. Interpersonal The ability to interact with others positively and constructively to support completion of work
CBI SKILLS FRAMEWORK Managing & leading others The ability to manage and lead others collaboratively, inclusively and inspirationally to create a high-performance culture within the CBI Planning & organisation
More informationCSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting
Introduction CSR / Sustainability Governance and Management Assessment By Coro Strandberg President, Strandberg Consulting www.corostrandberg.com November 2015 Companies which adopt CSR or sustainability
More informationEnterprise Performance Management. Getting the value from your digital investments
Enterprise Performance Management Getting the value from your digital investments Fundamentally, Enterprise Performance Management ( EPM ) is about Managing the Performance of the Enterprise. A simply
More informationRole Profile. Role Title: Head of Compliance. Directorate: Housing Services. Department: Property Services. Team: Compliance.
Role Profile Role Title: Head of Compliance Directorate: Housing Services Department: Property Services Team: Compliance Role Identifiers: - Career Ladder: Management - Level: Manager Level 3 - Function:
More informationJOB DESCRIPTION. Brewery Wharf, Leeds with frequent travel to London and South of England
JOB DESCRIPTION Job Title: Reports To: Job Level: Location: Senior Engagement Manager South 9 MONTH MATERNITY LEAVE COVER Area Head of Engagement, South C Brewery Wharf, Leeds with frequent travel to London
More informationJOB DESCRIPTION. The post-holder provides line management to the Payroll & Pensions Administrator and the HR & Recruitment Administrator.
JOB DESCRIPTION Job Title: Location: Reports To: Workforce Manager (0.6fte) Leeds (with regular travel to London) Workforce Team Leader Date Prepared: May 2014 PURPOSE To support the workforce through
More information8th Replenishment Human resources reform: a people strategy for IFAD. Liz Davis Director, Human Resources Division 8-9 July 2008
8th Replenishment Human resources reform: a people strategy for IFAD Liz Davis Director, Human Resources Division 8-9 July 2008 Human resources reform Why is HR reform important? The foundations of HR
More informationJOB AND PERSON SPECIFICATION
JOB AND PERSON SPECIFICATION Job Title: Division Grade: HR Officer Systems and Analytics Human Resources Division I Reports To: Director, Human Resources Division General Information The Commonwealth Secretariat
More informationICMI PROFESSIONAL CERTIFICATION
ICMI PROFESSIONAL CERTIFICATION Contact Center Management Competencies The ICMI Professional Certification Contact Center Management Competencies specify job role-specific knowledge, skills and abilities
More informationSenior Investment/Commercial Banking Professional Apprenticeship Standard
Senior Investment/Commercial Banking Professional Apprenticeship Standard Role/Occupation: Senior Investment/Commercial Banking Professional Occupational Profile: The Financial Services industry encompasses
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationWestminster 2020 People Strategy: Valuing Our Staff Experience
Westminster 2020 People Strategy: Valuing Our Staff Experience 1. Strategy Background and Context Westminster 2020 (Figure 1) defines the basic conditions for our success and sustainability within an increasingly
More informationDELIVERING ON YOUR M&A PROMISES M&A SOLUTIONS
DELIVERING ON YOUR M&A PROMISES M&A SOLUTIONS Make your corporate deal a lasting success by getting your leaders, organization and talent in sync. Reach new markets. Design more innovative products. Create
More informationCEO Chair & Board Relationship A Journey to Constructive Partnership
CEO Chair & Board Relationship A Journey to Constructive Partnership June 2018 Objective Key relationships- CEO Chair & Board relationship Differences between Canada and US Understanding Board Operating
More informationhealthalliance Purpose, Vision and Principles
Principles Vision Purpose Statement Planning Manager, Procurement healthalliance Purpose, Vision and Principles To be right behind better healthcare. Our role as provider of non-clinical services to the
More informationJOB DESCRIPTION. Head of Internal Communications and Engagement
JOB DESCRIPTION Job Title: Department: Section: Reports to: Head of Internal Communications and Engagement Strategy and Performance Policy and Communications Director of Policy and Communications Line
More informationAt Procurement Australia, We get it.
WE GET IT At Procurement Australia, We get it. We re always doing the leg work for better results. Welcome to our world. The following pages share our unique approach to helping businesses like yours get
More informationHR Service Delivery Townhall
HR Service Delivery Townhall Nov. 13, 2018 Kristi Darr, Interim Vice President for Human Resources 1 What Everyone Wants to Know How will this impact me? Will my job change? How will this work? When will
More informationRecruitment Consultant Level 3 End Point Assessment
Recruitment Consultant Level 3 End Point Assessment 1. Introduction This Assessment Plan for the Recruitment Consultant Apprenticeship has been designed and developed by employers with input from professional
More informationbritish council behaviours
british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this
More informationHR BUSINESS PARTNER (RESPONSABLE DES RESSOURCES HUMAINES)
HR BUSINESS PARTNER (RESPONSABLE DES RESSOURCES HUMAINES) Annual Salary and Benefits Internal Job Grade Contract type Reporting to Staff reporting to this post Locations Budget responsibility As per Oxfam
More informationJOB APPLICATION PACK. Customer Experience Manager. Department: Property & Asset Management. 1 P a g e
JOB APPLICATION PACK Job Title: Directorate: Customer Experience Manager Housing Department: Property & Asset Management Location: Twickenham 1 P a g e Dear Candidate Thank you for your interest in working
More informationThis role is responsible for the development and implementation of effective people management and wellbeing frameworks, policies and procedures.
JOB AND PERSON SPECIFICATION Position Title: General Manager People, Performance & Culture Reports Directly to: Chief Executive Officer Responsible for: HR, WHS Member of: Executive Management Team Grade:
More information