HR pros back joined-thinking but fear communication gap is too wide

first_img Previous Article Next Article Comments are closed. Related posts:No related photos. HR pros back joined-thinking but fear communication gap is too wideOn 7 Oct 2003 in Personnel Today Public sector HR professionals support the idea of joined-up Government, butfear that communication difficulties between departments and a lack ofdirection are hampering its progress. Joined-up working is a key component of the Government’s policy to improveservice delivery by getting all agencies, departments and public bodies to workwith more cohesion. A recent poll shows the majority of HR professionals think joined-up workingwill benefit staff, with two-thirds believing it will focus training needs. However, the poll also reveals that HR believes a fear of culturaldifferences, poor middle management and a lack of communication between centraland local government are blocking new ways of working. Almost 60 per cent of the 101 public bodies polled by training providerLogicaCMG, wanted more direction from central government to help make thepolicy work. In addition, two-thirds of those in the NHS and local government think communicationbetween departments must improve if the reforms are to be successful. More than half of local government respondents and almost 40 per cent fromcentral government, fear that cultural differences between organisations aremajor inhibitors to the changes. The majority of respondents cited training as the main tool to help overcomethe current difficulties, and provide managers with the skills to makejoined-up Government work. last_img read more

SHL Award for Global HR Strategy

first_img Comments are closed. SHL Award for Global HR StrategyOn 4 Nov 2003 in Personnel Today Previous Article Next Article For UK-based HR teams ininternational organisations, this award celebrates excellence in human resourcemanagement across borders. Entries needed to demonstrate an effective andinnovative approach to global HR issues. The judge looked for managing aninternational team, high quality and consistency in international HR policiesor global recruitment strategies.Category judgeVance Kearney is the Europeanvice-president for HR at software giant Oracle. He has overall responsibilityfor all aspects of human resources and staff policies, including salaries, payand benefits, terms and conditions, management and personal development,recruitment and resourcing strategies, and business organisation. He is thespokesman on all employment-related issues, and has a special interest in HRsystems, HR-related technology and people management.PricewaterhouseCoopersThe teamNo. in HR team 12Staff responsible for 450Charles Macloud, Head ofresourcingMike Craske, Global mobility managerJane Asplin, Global mobility assistantJanet Gladman, Global mobility managerAdrienne Cordrey, Global mobility assistantMarc Baillieux, Global mobility assistantGlobalDeployment TeamAbout the companyGlobal consultancy PricewaterhouseCoopers (PwC) operates inapproximately 142 countries around the world, employing more than 125,000people. The deployment team is responsible for seconding staff around theworld, typically for two-year periodsThe challengeTo bring cohesion to a global deployment programme, providingstaff with the best possible support, advice, information and servicesWhat the company did– Clear business cases developed for each assignment– Developed a strategic overview of assignments– Simplified compensation and allowances– Allocated mentors for staff on assignment– Created a database to track staff globallyBenefits and achievements– Improvement in satisfaction measured by the employee survey– Greater clarity around the purpose of individual assignments– A 9 per cent rise in assignee satisfaction– The team’s own profile has improvedVance Kearney says: “Asuperbly planned and executed international assignment programme firmly linkedto PwC’s business goals.  The HR teamcompletely revitalised and redesigned the global mobility strategy, resultingin significantly enhanced satisfaction from assignees and senior management.”Canon EuropeThe teamNo. in HR team 11Staff responsible for 11,000Nigel Morton Head of HR, EuropeIke Hara HR manager, expatriatesJoris de Haas HR business partner, CCILaura Moore European HR programme managerJohn Ryrie General manager, HR strategyRobin Verboom European remuneration and benefits managerAlison Ward HR business partner, CBSRita Brockless European learning and development managerHR TeamAbout the companyCanon was founded in 1937 and was the first company to developand produce 35mm cameras. These days, the company also supplies copiers andprinters, and employs more than 10,500 staffThe challengeTo establish Canon Europe as a world-class pan-Europeanorganisation, with committed and competent employees What the company did– Introduced a dual reporting system– Established a senior management development programme– Aligned executive compensation to the transformation programme– Developed knowledge-sharing between managers– Appointed HR business partnersBenefits and achievements– HR is now a recognised strategic business partner– Created a more consistent business model– Achieved better teamwork Vance Kearney says:”Canon embarked upon a huge challenge – a complete transformation from ahighly decentralised, loosely connected collection of businesses, to a cohesiveand consistently managed pan-European organisation. This was led by the newEuropean HR director of the HR function itself and the Canon organisation. Thechanges have been implemented by the organisation’s development function withinCanon’s European human resources division. The HR team has effectively executeda human resources strategy, and achieved the reali-sation of Canon’s overallbusiness strategy.”Standard Chartered BankThe teamNo. in HR safety team 50Staff responsible for 30,000Tim Miller Group head of HRGeraldine Haley, Head of leadership development June Ng, Senior manager, talent developmentChristopher Wheeler, Regional head of HRMohini Subhedar, Senior manager, resourcingDebbie Whitaker, Head of human capital managementHRTraining and Re-engineeringAbout the companyEmerging markets specialist Standard Chartered employs morethan 29,000 people in about 500 offices across the globe. The bank servicesconsumer and wholesale customers and has a 150-year history in the sectorThe challengeTo transform the function’s strategic capacity and maximise itscontribution to business performanceWhat the company did– Implemented a new global HR structure– Set up centres of excellence– Introduced an HR shared-service centre– Brought in leadership forums– Standardised HR product management Benefits and achievements– Rolled out HR system to 20,000 users globally– Aligned HR to business needs– Introduced a central database and shared service centre tomanage transactional HR– Achieved savings of $8m (£4.7m) and could save as much as$16m (£9.46m) by the end of this yearVance Kearney says:”Standard Chartered Bank has designed and built a complete global HRstrategy and platform for people management from first principles in thecontext of the business. That strategy begins with the design of a five-yearhuman capital roadmap, which integrates the talent management process, changemanagement methodologies, performance management systems and rewardstrategies.  Standard Chartered Bank hasdeveloped an outstanding global HR strategy. It is truly global, encompasses the entire HR remit, and isstrategically aligned with the business goals.”Founded more than 25 years ago,SHL is the world leader in objective people assessment based on the science ofpsychometrics. Its global capability in providing cross-border assignmentmanagement, together with the advice it can offer through its multilingual andculturally-adapted tools, ensures that SHL’s services are relevant all over theworld. Related posts:No related photos.last_img read more