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The HR strategy pursued by British Business Bank particularly impressed the judges at the Personnel Today Awards, but the state-owned economic development organisation was run close by a very strong group of runners-up.
British Business Bank
The priority of British Business Bank (BBB) is to increase the supply of finance to SMEs, and the HR strategy aligns and supports this. BBB has grown from 50 colleagues to circa 250 over the last year. This was partially organic growth and recruitment combined with the merger with a new organisation of 60 colleagues (Start-Up Loans).
HR strategy reflects the size and needs of the organisation, while demonstrating value for money. Without being able to compete on remuneration alone BBB attracts and retains colleagues by focusing on the wider elements of the employee proposition, culture and role content.
The first intake of interns took place in 2016. They were tasked with a group CSR project to help develop their skills by supporting a local charity.
The first employee engagement survey was also introduced in 2016. The second in February 2017 showed improvements to all questions asked. A highlight was that 89% of colleagues say they are proud to work for BBB.
A careers site was launched to raise BBB’s employer brand awareness and give potential colleagues an understanding of the unique culture. 1:1 development sessions were held to coach colleagues on different development opportunities available both in the organisation and in government.
In the annual engagement survey showed the organisational value of integrity scored the highest.
Argyll and Bute Council
As part of Argyll and Bute Council’s transformation agenda HR and Improvement teams faced budget reductions of around 20%. The challenge was to deliver quality HR and organisational development (OD) activities, mitigate the risk of redundancies and deliver significant savings in the process. The two teams’ joint proposal was to redesign a new single HR and OD service over the three-year transformation project ending in March 2018.
Three work streams were identified. First, demonstrating return on investment while maintaining advice and support on key business processes and achieving budget reductions.
Secondly, automating processes through technology, and, thirdly, redesigning planning and performance management to move from measuring performance to measuring i