One day interactive training course delivered in London to an audience of HR and personnel professionals, Learning & Development managers, Training officers and Compensation & Benefits specialists.
1. Things HR and Personnel people need to know by Fluid June 2010
2. Page 2 Contents 3-4 Introduction to Fluid 5-6 Terminology 7-20 Strategy, real-life examples 21-24 Shared services, Cambridgeshire County Council 25-27 Pay 28-29 CIPD qualifications whilst working 30-33 Surviving the downturn 34-35 Assessing the contribution of HR 36-37 Making HR more credible 38-39 Make the HR intranet work 40-41 Exercise 42-53 Outsourcing 54-55 Case studies 56-57 Conclusion and questions
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
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.
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
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.
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
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.
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
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
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
68. Ensured top team ownership of key processes-for example, the CEO wrote ‘guiding principles’ to inform line managers’ behaviour when appointing employees
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.
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.
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