This award is aimed at HR teams who have achieved genuine business-partner status. The judge looked for explanations of the business strategy and evidence of HR’s contribution to meeting objectives. He also looked at the HR team’s strategy, how it was implemented, and the results that have been achieved so far.
The judge
Terry Morgan is chief executive of Tube Lines, which is responsible for maintaining and upgrading the Jubilee, Northern and Piccadilly (JNP) lines on teh London Underground.
Morgan joined Tube Lines from BAE Systems, where he was group managing director (operations). In this role, he was responsible for five divisions with a combined workforce of 18,000 employees, and a turnover of almost £1bn.
The sponsor
Northgate is the UK’s leading supplier of HR and Payroll solutions and services to all market sectors, with a client community of more than 2,500 organisations. A pedigree of expertise and experience resides within its team of more than1,000 professionals, who are focused on developing, supporting and delivering leading-edge solutions to the HR market.
Shortlisted teams
BAE Systems
The team: Customer Solutions & Support HR team
No. in team: 10
No. in HR function: 55
No. of employees HR is responsible for: 14,800
About the organisation
With an annual turnover of £3bn and 14,800 employees, Customer Solutions and Support (CS&S) is a key growth business for its parent group, BAE systems, a global leader in the aerospace and defence sector.
The challenge
After the merger of BAE Systems and Marconi Electronic Systems, CS&S needed to develop a leadership framework that would help forge a consistent approach to leadership across six very different business units.
What the organisation did
Developed the Achieving High Performance Programme – a key enabler to achieving its strategic aims
Devised a business unit diagnostic process involving the senior leaders, training deliverers and the HR team, facilitated by its HR shared services provider
Modules were designed to complement the strategic aims of CS&S while reflecting specific business unit priorities.
nefits and achievements
Provided CS&S with an identity and language that is consistent towards developing a high-performing culture and a step change in leadership capability for the business
Significant increase in senior management time committed to people issues and leadership development.
Terry Morgan says: “Performance management is a big challenge if we are to lead business in a way that achieves outstanding results. The way the programme has developed is very impressive.”
CB Richard Ellis
The team: UK HR team
No. in team: 16
No. in HR function: 16
No. of employees HR is responsible for: 1,400 UK, 2,800 Europe
About the organisation
Property consultancy CB Richard Ellis was formed in 2003, bringing together CB Hillier Parker and Insignia Richard Ellis. It has a total UK combined revenue of $229m (£127m).
The challenge
To ensure that the merger added value, rather than destroy it, as the press had predicted. It needed to secure and increase its client base, while at the same time retaining all its key staff.
What the organisation did
Involved HR at the very outset of the pre-merger discussions. Through this early involvement, HR created the ‘architecture’ required for senior management to implement the merger successfully
The UK HR director formed part of the UK steering executive that met weekly to plan and oversee the integration process
The two HR teams decided to immediately work as one, fully integrated team, several months before the merger was complete
HR reduced the cost of many existing benefits.
Benefits and achievements
Fewer staff left voluntarily during the merger year than had left the two firms in the year before the merger
Positive client feedback and retention – none of the merged business’s top 200 clients defected to its competitors
The merger was an outstanding success – business performance improved by 10 per cent on the previous year.
Terry Morgan says: “A very challenging business problem to manage that many companies have failed to deliver on.”
South West Trains
The team: HR team
No. in team: 7
No. in HR function: 75
No. of employees HR is responsible for: 5,450
About the organisation
South West Trains (SWT) is the largest train-operating company in the UK. It runs 1,635 trains every weekday, serving 207 stations. 143 million passenger journeys are made every year.
The challenge
To develop an HR strategy which aims to create optimum performance and efficiency within the business through a well-motivated, well-managed workforce, while minimising the likelihood of future industrial action.
What the organisation did
Involved employees in the development of the company’s values and behaviours through workshops and self-completion surveys
Ensured that the business strategies for SWT were explicitly aligned with the HR strategy
Implemented the ‘ideas4action’ suggestion scheme and employee forums and focus groups to seek ideas from employees, such as on how to improve internal communications in line with the forthcoming information and consultation directive.
Benefits and achievements
SWT had its first-ever ‘No’ vote for industrial action in an industry-wide ballot
Successful pay deal for all employees in 2002 and a three-year pay deal for the majority of employees this year
An 85 per cent retention rate for open-learning users
A reduction in sickness absence across all functions within the company
A 6 per cent improvement in customer satisfaction scores.
Terry Morgan says: “A very good engagement of HR in supporting business objectives. They used metrics very effectively to demonstrate achievement.”
West Bromwich Building Society
The team: People division
No. in team: 2
No. in HR function: 25
No. of employees HR is responsible for: 850
About the organisation
West Bromwich is one of the oldest building societies in the UK. It has survived for 150 years without any merger or takeover, and has undergone a radical change of fortune in recent years.
The challenge
Aligning each strand of the people strategy with the overall business objectives over the short, medium and long-term.
What the organisation did
Though it is not a business requirement, HR utilised the same ‘road map’ process as its corporate planning division to map its strategy to the corporate target
Identified desired leadership behaviours through a culture-change programme. This then drove the strategy for the introduction of a coaching programme
Held executive think-tank planning sessions. With HR centrally involved, these sessions enable HR to
co-ordinate the people requirements of the business and align its road map to the society’s corporate road map.
Benefits and achievements
Staff perceptions have significantly improved in all areas, with the average leadership rating increasing from 2.9 out of 4 in 2003, to 3.1 in 2004.
Terry Morgan says: “The use of metrics to validate progress was particularly impressive. This is much more than a short-term initiative –the plan has the ability to mature and change, but is based on a clear understanding of how HR strategy can help the business deliver its objectives.”
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