A dozen of the UK’s leading HR directors recently gathered together at a networking event on HR transformation. The event, organised and hosted by the HR Directors Club and HR consultancy Arinso, heard members tackle a variety of issues.
HR transformation feedback
On 19 May members of the HR Directors Club met at London’s Groucho Club to share experiences and points of view on HR transformation. HR directors from major organisations in the public and private sectors heard informal case studies, briefs on the latest research and discussed key issues. Numbers were limited to make the event as interactive as possible. The event was free to members and put together in partnership with Arinso. Delegates were later able to network over drinks and canapes.
This is what was said:
– On HR transformation:
Gillian Hibberd, HR Director, Hertfordshire County Council: “I don’t think we should be defensive about it. It doesn’t mean the end of HR. We are driving and developing ourselves. There’s nothing scary about developing within a role.”
Martin Reddington, author of Transforming HR: “You need to ask yourself: What role does business need the HR function to play when moving forward?”
Wayne Cartensen, Head of Service Delivery, PEO People: “What will you replace HR with if you remove it altogether?”
Angela O’Connor
, director of HR, CPS: “Stop dumb procurement. Only outsource good HR services. Otherwise you won’t be able to understand the costs involved and effectively work with the partner to improve value. Don’t be scared to negotiate better with procurement.”Martin Reddington, author of Transforming HR: “The problem is that many organisations don’t necessarily have a shared vision at the beginning of a project and if you don’t it becomes a shambles. It is far better to develop a shared vision as part of your business case planning than by way of accident, or when cost pressures force the debate.”
Olivia Cooper, Group HR Director, AEA Technology Plc: “I convinced the board that our reactive model was not right and secured funding to change the model to consulting. You need to say: these are the cost savings you will achieve. Outline clear ways it can happen with hard and fast evidence of how it can change.”
Angela O’Connor
, director of HR, CPS: “Never ask: what do you want from us? Look at what is getting in the way. See where you can add value. It’s powerful to go to managers to say this is where it is failing and it gives you credibility when you go back to them and things have changed.”Mary Fitzgerald, HR Director, The Hotgroup: “I found selling the business case relatively easy.”
– On HR strategy:
Wayne
Cartensen, Head of Service Delivery, PEO People: “HR strategy needs to be at board level. HR is not going anywhere otherwise. If the HR Director is both the owner and supporter of the strategy then there is a problem.”
– On HR’s relationship with the rest of the business:
Angela O’Connor, director of HR, CPS:
“We need to stop talking about HR as being separate from the business. HR is the business. If you don’t understand the business you have no credibility. If we see HR as separate then we don’t have a future.”Wayne Cartensen, Head of Service Delivery, PEO People: “HR should be as accountable as the CEO.”
– On changing HR skill sets:
Olivia Cooper, Group HR Director, AEA Technology Plc: “In our organisation you don’t have to come from an HR background. Our HR partners usually come from operations then learn about HR. It’s about attitude but also ability – I don’t believe everyone has the ability to understand the bottom line.”
Angela O’Connor
, director of HR, CPS: “We need to speak 20 different languages. To the FD, you need to talk in the language of the bottom line. You need to understand what keeps the CEO awake at night. You need to acquire the skill of being able to talk to anyone at any level. HR people are often appalling at communicating. It is a skill set we’ve missed.”Derek Manuel
, director of global HR at Save the Children: “I came into HR from business. There are many advantages to coming up through business. Otherwise you can struggle to understand ROI.”–
On HR’s image problem:Gillian Hibberd
, HR Director, Hertfordshire County Council: “You’ve got to be self aware about how people view you otherwise you can’t change the HR function.”Angela O’Connor
, director of HR, CPS: “HR has nothing to apologise for as long as we are good at what we do.”Further reading about HR transformation
In the first of a three-part series on how to implement a successful e-HR project, our panel of experts explain the importance of developing a shared vision.
www.personneltoday.com/22988.article
Secure the stakeholder’s commitment
In part two of our series on e-HR transformation, we look at how to gain stakeholder engagement.
www.personneltoday.com/23098.article
In our third and final look at e-HR transformation, we look at how to realise the project benefits.
www.personneltoday.com23181.article
Special offer for members
HR Directors Club members are entitled to 20% off the price of Transforming HR by Martin Reddington.
Click here for more information
http://books.elsevier.com/humanresources?isbn=0750664479&srccode=ACD6
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