Skills Development in HR Shared Services Creating value via credible career pathways

Transcription

1 Skills Development in HR Shared Services Creating value via credible career pathways Rebecca Ricketts Head of Service Performance and Analysis HR Shared Services, BT

2 Introduction to BT (British Telecom) We use the power of communications to make a better world 2

3 Why are we transforming HR at BT? We worked with our employees to understand what needed to change Operating Model Systems Process & Policy Our People 66% HRBP s time spent on transactional tasks 43% of HR time on high volume repeatable tasks End-to-end cost 21% higher than industry leading practice Multiple Channels to reach HR 14 year old technology Over 1 million customisations 154 integrations No people analytics platform Inconsistent policy and practice Unclear accountability Over 22,000 HR pages on current portal Poor feedback from users Make it easy contact to HR Single point of contact Simple and standard processes Consistent and reliable advice

4 Our HR Transformation Journey Horizon Programme We are implementing a change of unprecedented size and scope Multiple Contact Channels Portal (Self-Service), echat, Call, , Face-to-Face New Operating Model New Systems Revised Policies and Processes Tier 0 - Self- Service Portal HR Services (4 UK Hubs, 1 Budapest Hub + Global in 2016) Tier 1 HR Generalists Tier 2 HR Specialists Tier 3 Distinctive Practice Areas HR Business Partners New HR System (Oracle Fusion) HR HelpDesk (ticketing) BT Cloud Contact (Telephony) Taleo (Recruitment) Learning Home (Training) HR Home (Self-Service Portal) egain (Knowledge Mgmt.) 127 Processes reviewed and mapped 130 Work Instructions Over 3000 pages of HR Home content Over 1000 FAQs 30 Guided Journeys on egain Knowledge Management

5 Our Cultural Ambition HR Shared Services (SSC) Creating a professional culture based on continuous improvement The HR SSC will be part of One BT HR team and will be seen as a career choice, with clear paths for progression A culture of continuous improvement underpins all SSC services, with each member of the team constantly seeking to proactively add value and enhance the customer experience Establish a culture that focuses on delivering BT s objectives of Performance and Health SSC employees will be co-located in order to build HR communities who collaborate and learn from each other Create a culture that can be replicated globally, but we recognise that our approach will need to be adapted by region as part of our mobilisation plan (Connect with Customers) SSC Managers will create a culture of continuous improvement through constant focus on the customer experience team and individual performance: Regularly reviewing team performance and encouraging individuals to reflect on their own performance and provide support and feedback to others Facilitating best practice sharing among individuals and across teams Coaching and developing individuals to perform to the best of their ability Recognising success and leveraging this to create a high performance culture 5

6 HR SSC Skills Development Our Ambition Building credible career pathways within HR Shared Services HR Services Skills Matrix We have defined a range of competencies and skill levels required for each role across HR What s the purpose of the matrix? Support regular performance discussions through one-to-one conversations Drive individual development through coaching, training and rotations Inform HR training plan and interventions across the organisation Develop accurate demand and capacity plans and highlight skills gaps to enable rotation across roles and multi-skilling 6

7 HR SSC Skills Development Journey Our Reality We have struggled to attract and retain talent within our SSC Key Issues Post Go-Live High redeployment and low interest in new roles has led to limited churn and fresh talent in our SSC HR SSC roles were graded lower than other roles within the HR organisations, making the gap for progression wider Quarterly engagement surveys since go-live demonstrate that employees cannot see a clear career path for themselves Redeployment policy and strong union presence has reduced the ability for co-location and job rotation opportunities The HR Operating Model has created a them and us culture, where the SSC is seen as the bottom of the value chain Positive Takeaways Holistic demand and capacity planning has created opportunities for job rotation to address peaks in demand (e.g. pay review) The BT Academy has launched an HR Professional community in July 2015, creating opportunities for mobility Future Opportunities Drive cultural change by investing in team leaders who are people managers Working with the CIPD at on the job accreditation for learning pathways within BT Focus for on succession planning 7

8 Group Discussion: Addressing perceptions of Shared Services Creating value via credible career pathways How does our experience at BT compare to other organisations? Why is a career in shared services not seen as a fundamental building block to a career in HR/business? How can we develop individual skills across a range of generalist areas to create future capability in the HR function? How can we enable mobility both across the business and globally? How can we leverage the opportunity of gaining customer facing experience and working within a global environment to make the employee proposition more attractive? How can we drive cultural change by investing in people managers? How can succession planning be used to identify and mobilise key talent? What needs to be done to address the perception of service roles, particularly in organisations where long serving employees are redeployed into the shared services? 8

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