P R E S E N T E D I N A S S O C I AT I O N W I T H T H E H R W O R L D WWW.THEHRWORLD.CO.UK
working Forum d - Logotype with strapline on colour
3. FINDING THE BALANCE; TRANSACTIONAL & TRANSFORMATIVE HR A N R S G W H I T E PA P E R • W W W . R S G - P L C . C O M
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ABOUT RSG
ABOUT THE HR WORLD
RSG’s HR Networking Forum Built on over 35 years of trading history, RSG has grown The HR World - Logotype
Launched in June 2014, The HR World is the premier
organically, and through the acquisition of specialist
networking destination aimed exclusively at senior HR
services, into an established selection, assessment and
professionals and talent & resourcing professionals.
solutions driven resource provider.
It is a community for like-minded peers to sculpt the conversation surrounding HR best practice, attend
RSG’s focus is on strong partnerships; we have
quality networking events, contribute to respected
developed solid relationships with our candidates and
thought leadership content and to build their profiles
clients since our inception in 1975 and this is reflected
within the HR arena.
in the repeat business and referrals that our specialist companies receive.
We want our members to shape the direction The HR World takes by offering them the opportunity to discuss
Our family of companies, including Sanderson and
the most pressing topics, contribute to publications such
Resource Management, gives us an understanding
as our white papers and to attend exclusive networking
across a variety of market sectors, including permanent
events.
and contract recruitment through to executive search, bespoke recruitment campaigns, advertising campaigns and total recruitment outsourcing. This knowledge empowers us to provide our clients with an independent, innovative and proven response, every time.
ACKNOWLEDGEMENTS The HR World and RSG are very grateful to those individuals who gave their time to take part in The HR World Debate and who contributed to the content of this white paper. We give special thanks to Gillian Fox for leading the Debate and to Mel Missen for his review of the white paper.
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CONTENTS 02 About RSG & About The HR World 03 Contents 04 Foreword - Gillian Fox, Global Director of Talent and OE, RB (Reckitt Benckiser) 07 Defining Transactional and Strategic HR Transactional, Reactive HR Strategic, Proactive HR 09 A New Breed of Leadership Becoming a Leader of Change Insightful Conversations A Future-Proof Philosophy 13 Finding the Balance; Reactive vs Proactive HR 16 In the Spotlight; The Ulrich Model 19 The Secret to Future Proof HR 21 Conclusion - Mike Beesley, CEO, RSG 22 Guest Profiles 24 Contact RSG & Contact The HR World
Resource Solutions Group (RSG), has secured a prestigious place on the Sunday Times Grant Thornton Top Track 250, listing the UK’s top mid-market private companies as published by Sunday Times Business Section.
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FOREWORD From Gillian Fox Global Director of Talent and OE, RB (Reckitt Benckiser) When I was invited to lead The HR World Debate, Mike Beesley, CEO at RSG, asked me to think about what made me really passionate about my role. My answer to this is always the same; put simply, I want to help people and businesses grow and to be the best they can be. While I feel that this passion is key to achieving success in HR, over the course of my career I’ve come to believe that perhaps another element plays an even more pivotal role in finding triumph in the industry; that of holding a strong business acumen and great leadership. The rare gems of people I have come across in the HR industry have all held in common a strong understanding of how their organisation works, however all too often HR people can stumble when asked the simple question ‘Do you know how your business makes money?’. Thinking about my career so far, I have reflected on what various business leaders asked for from their HR departments. I remembered some common goals they had all referred to – ‘strategic HR’, ‘true business partnering’, ‘a seat at the table’ – and as I reflect on
Working to help people and businesses grow to be the best they can be.
whether there is always a common understanding of what this means, and on the trade offs required to move from a transactional HR function to a more strategic one, it didn’t surprise me that a CEB study on HR Operational Efficiency found that, while over 80% of the organisations studied had completed or were undergoing an HR Transformation project, only 16% of completed projects were successful.
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When I joined Royal Bank of Scotland (RBS) back in
business acumen and innovation were deemed the
2003, their HR function was the function to be in. It
universal competencies required for successful business
was cutting edge, well structured and resourced – The
partnering, so is the real problem here that we are facing
Ulrich Model at its best. In contrast, I now find myself
a skills gap? How would we honestly rate our team’s
in a very transactional HR environment at RB (Reckitt
capabilities? Perhaps the debate surrounding reactive
Benckiser). I considered the fact that although their
vs proactive HR is just a pre-cursor to the wider debate
HR was fantastic, RBS then went on to face a huge
of how HR will play a leading role in the transformation
crisis in 2011, which they are still recovering from today;
of organisations, whilst simultaneously managing its
yet RB, for all their transactional HR, continue to be a
own evolution?
very successful company. For that reason, I can quite understand why business leaders at companies such as
As much as I would like to say that the result of The HR
RB might challenge how strategic an HR function they
World Debate has been to provide the definitive Holy
would want. For me the answer is that transactional
Grail of guides to implementing a successful HR strategy,
models have taken us so far; a strategic model will
of course, this is not the case. However, what I can
sustain and build our success – it’s the ‘future-proofing’
assure you is that the event brought to light the various
piece. The question is how will we do it?
experiences, insights and opinions of my peers who are collectively paving the way to a positively perceived,
When thinking about how HR will develop and what
more effective HR. Learning from one another will play
it will look like in the future, I refer to a study by the
a fundamental part in how we evolve and shape the
Hay Group, which concludes that HR is on the cusp
future of HR and, while you may be familiar with some of
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of change and will look radically different by 2030 .
the methodologies and concepts outlined in this white
However, just 28% of respondents surveyed felt that
paper, I hope you will also come across some new ideas
their HR practices were in a position to help them to
that will give you some food for thought on how you
deliver
their
organisational
strategy2.
Interestingly,
structure your HR now and in the future.
The answer is that transactional models have taken us so far; a strategic model will sustain and build our success – it’s the ‘future-proofing’ piece. The question is how will we do it? 1. Hay Group. On the Cusp of Change: The Future of HR. Hay Group: London, 2014. Page 11. 2. Hay Group. ibid. Page 11.
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Unfortunately, as HR professionals, we will all too often hear definitions of HR along the lines of: ‘they manage payroll’, ‘they make sure that our business operates ethical practices’, or ‘they deal with absenteeism and sickness’.
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DEFINING TRANSACTIONAL AND STRATEGIC HR There is a simple way of determining if your HR
of the HR function is limited to dealing solely with the
department is transactional or strategic; the answers
implementation and administration of policies. So, what
provided by your senior business leaders and general
do we need to do to move beyond this culture and to
workforce in response to the question ‘what is the role of
reposition ourselves as key players in business strategy?
the HR department?’ will provide you with all the insight you need. Unfortunately, as HR professionals, we will all
First of all, the concepts of transactional and strategic
too often hear replies along the lines of: ‘they manage
HR must be further defined. While the above instances
payroll’, ‘they make sure that our business operates
can act as strong indicators of either a transactional or
ethical practices’, or ‘they deal with absenteeism and
strategic HR function, there are more qualifying factors to
sickness’. Rarely will we hear that HR’s purpose is to
transactional HR than dealing with general administration
provide leadership or a unique perspective in order to
and, similarly, engaging with senior business leaders is
drive the business forward and, consequently, we tend
only one facet of strategic HR.
to find ourselves in an environment where the perception
First of all, the concepts of transactional and strategic HR must be further defined.
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TRANSACTIONAL, REACTIVE HR
STRATEGIC, PROACTIVE HR
Transactional HR departments primarily revolve around
As defined by Quinn, a strategic HR department is
the completion of administrative activities. While they
one that is ‘recognised by the organisation as being
may complete these activities in a somewhat ‘strategic’
an important contributor to the company’s future
manner, so long as the focus is on administration,
and is engaged in activities that will help to move the
these HR departments will not see themselves at the
organisation forward’4. At a basic level they will have at
Executive table. Susan Quinn, author of From Reactive
least progressed from simply being a ‘people function’
to Proactive: High Impact Strategic HR, suggests that
to actively playing a part in the overall performance of
the attitude of transactional HR departments will vary
the business. In addition, similar to other departments,
from being ‘a friend and advocate for the employee’ to
the most strategic HR functions will also be driven by
policing them with ‘outright suspicion and distrust’3.
an experienced, motivational senior leader who reports
Furthermore, while transactional HR teams will at best
to the CEO. Their teams will have structure, so that
play a small part in helping the business to overcome
administrative duties are dealt with by a dedicated
short-term issues, they will ultimately fail to look at
team, enabling other members of the HR function to
business problems that occur outside of their primary
be involved with strategic business discussions and to
domain and, therefore, will cut themselves off from
act as true business partners to the business leaders.
being able to play a part in the future success and
As agreed by the guests at The HR World Debate,
sustainability of their company.
perhaps the most important factor that differentiates a transformational HR department is that the leaders will have “solid business acumen and agility” and a “thorough knowledge of how their organisation works at all levels”.
3. Quinn, Susan. From Reactive to Proactive: High Impact Strategic HR. Web: Bookboon.com, 2013. Page 13. 4. Quinn, Susan. ibid. Page 11.
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A NEW BREED OF HR LEADERSHIP HR departments are increasingly being told by business
leaders and HR professionals are now wondering what
leaders that they need to be more strategic in order to
it is exactly that HR teams need to change in order
become true business partners. However, as highlighted
to become more ‘strategic’5. The HR sector has
by Gillian Fox during The HR World Debate, both parties
been described as being ‘uniquely positioned to help
tend to stumble when it comes to understanding how they
organisations predict and navigate the challenges
should go about implementing the concept successfully
ahead’, yet the CIPD found that HR thought leadership
in light of new demands on organisations (developments
predominantly resides in a ‘very small number of
in digital media, the changing demographic of the
influential hands, while most of the rest of HR is still
working population and the convergence of different
operational and tactical in nature’6. So, how does ‘the
technologies, to name but a few).
rest of HR’ begin to evolve their purpose within their organisation? With the insights of the participants at The
With the findings of a Hay Group study suggesting that
HR World Debate and as a result of further research, we
HR will look radically different by 2030, both business
have highlighted three key areas of HR leadership that need to be addressed in order for them to be redefined.
How does ‘the rest of HR’ begin to evolve their purpose within their organisation?
5. Hay Group. On the Cusp of Change: The Future of HR. Hay Group: London, 2014. Page 11. 6. CIPD. Next Generation HR – Time for Change. London: Chartered Institute of Personnel and Development, 2010. Page 5.
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HR must be built on people who can engage with other company leaders.
BECOMING A LEADER OF CHANGE Throughout the Debate, strong leadership was cited as
the Debate, solid business acumen and the ability to
being crucial to the success of a strategic HR function
speak the “commercial language” were deemed the
with “bold,” “innovative” and “knowledgeable” being
most important. This led to the question: do HR leaders
highlighted as some of the most essential qualities of any
need to have experience in other areas of the business
successful HR leader’s personality. In support of this,
to succeed? Not necessarily; as illuminated by David
the CIPD in their report on Next Generation HR, similarly
Mason, Global Chief Operating Officer Resourcing at
found that a ‘new breed’ of HR leader is steadily emerging.
RBS, in order for them to contribute to driving a business
Calling them an Omega personality, they described
forward, HR must always be built on good people who
such leaders as being ‘Alpha personalities’ which have
truly understand how their business works and who
arrived at ‘ego
maturity’7.
These individuals were found
can engage with other leaders across the company.
to possess a ‘subtlety and sophistication’ in the way that
Matt Elliott, People Director at Virgin Money, noted
they encouraged more senior leaders to embrace new
that “individuals who work in HR are business people;
ideas. Able to engage in difficult conversations, they were
there should be no differentiation between them and the
not afraid of conflict or of challenging the status quo,
people who work in any other area of the business”.
and fellow colleagues were most likely to describe them
Ultimately, solid business acumen can be gained just
‘thought-provoking’8.
as well in an HR department as any other; if this is not
Out of all the strengths and characteristics used as
the case, then there is a fault within the HR department
identifiers of a strong and inspirational HR leader during
which must be resolved urgently.
as ‘transparent’, ‘insightful’ and
7. CIPD. Next Generation HR – Time for Change. London: Chartered Institute of Personnel and Development, 2010. Page 17. 8. CIPD. Next Generation HR. ibid. Page 19.
11 INSIGHTFUL CONVERSATIONS
A FUTURE-PROOF PHILOSOPHY
Being able to facilitate insightful conversations with
In her study on reactive and proactive HR, Susan Quinn
both business leaders and the general workforce is a
found that the most strategic HR practitioners held a
core skill of strategic HR departments, which must be
fundamentally different philosophy toward their work
employed by senior members of the HR team at the
than their more transaction-orientated peers. Complete
very least. As one guest stated during the HR Debate,
trust in employees and a belief that they want to excel in
“the factor that differentiates HR from every other
their jobs ensures that HR’s motivation is to implement
function is that our business is people. If you aren’t
mechanisms that will ‘allow the employees to develop,
facilitating the right conversations between people in the
grow and contribute in the best way possible’11.
organisation, you won’t deliver on everything else. If you
Research conducted by the CIPD further supports this
have the right conversations with the right people at the
idea; they found that HR leaders who were providing
right time then you will be able to drive organisational
breakthrough insight to their business also had a ‘strong
effectiveness”. This notion was also supported by Mel
underlying sense of purpose and a connection to some
Missen, Vice President of Human Resources at Acxiom,
fundamental values such as truth, respect or safety
who highlighted that “great managers will be talking to
that act as an innate moral compass’12. Keeping these
their staff every day, not just when they feel they need
values at the core of how they make decisions for the
to tick a box; having managers who can do that makes
HR department will ensure that HR leaders’ focus looks
everyone’s job easier”.
beyond short term issues and reaches to building a sustainable business model.
What does an insightful conversation involve? The way conversations are handled and articulated is the key,
It’s important to note that in order to truly revolutionise
as opposed to the actual content of the discussion.
the HR sector, leadership should comprise all three of the
Good HR leaders should be able to challenge
qualities mentioned so far (inspirational leadership, the
entrenched beliefs and methodologies with a ‘real
ability to hold insightful conversations and championing
lightness of touch’9. Organisational knowledge and
a ‘future-proof’ philosophy). While at present this will
emotional intelligence will allow leaders to take control
seem an idealistic concept to many businesses, it is
of conversations, to shape discussions and to mould
possible. As Gillian Fox highlighted during the Debate,
opinions. Furthermore, the CIPD found that successful
“the issue is not that it’s impossible to find, to become,
HR practitioners will often display humility when dealing
or to develop a revolutionary HR leader because it’s not;
with assertive leaders and, as a result, their strategy
the problem is that so far, business leaders have rarely
tends to ‘explore and stimulate’ rather than ‘challenge
– if ever – been exposed to five-star HR leadership and
or browbeat’10 to get things done.
so, to all effects and purposes, they are not aware that it even exists. Our job is to show them, bit by bit, what great HR can really do”.
9. CIPD. Next Generation HR – Time for Change. London: Chartered Institute of Personnel and Development, 2010. Page 18. 10. CIPD. Next Generation HR – ibid. 11. Quinn, Susan. From Reactive to Proactive: High Impact Strategic HR. Web: Bookboon.com, 2013. Page 14. 12. CIPD. Next Generation HR. ibid. Page 17.
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In order to achieve balance HR professionals need to keep it simple. HR professionals can over-complicate everything instead of concentrating on what will really make a difference.
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FINDING THE BALANCE; REACTIVE VS PROACTIVE HR When discussing the implementation of strategic HR,
Therefore, in order to achieve balance “we need to
business leaders often question how the transactional
keep it simple… As HR professionals we do ourselves
obligations should be dealt with. Of course, they cannot
a disservice because we over-complicate everything
simply be brushed under the carpet; administrative
and then get caught up in that instead of concentrating
duties such as organising the payroll are a vital part
on what will really make a difference”. As suggested
of the business and will continue to be, however, it’s
by the CIPD in The Changing HR Function, in order to
important to be aware that a balance must be achieved
reduce the ineffectiveness of HR’s processes, some
between the transactional and strategic sides of HR. It
‘process-engineering’ must be implemented. This will
has become all too easy for businesses to focus their HR
include ‘cutting out duplication of tasks, exiting from
on administrative tasks, which has led to them fading
those tasks where HR does not add value, streamlining
into the background. As suggested by a Debate guest,
processing by reducing hand-offs and transferring work
HR departments have a tendency to over-complicate
to others better placed to do it’13. This will lead to the
administrative tasks, which is where they fall short.
development of a more ‘process-light, insight-heavy’ HR strategy14.
Complete trust in employees and a belief that they want to do their best in their jobs ensures that HR’s motivation is to implement mechanisms that will ‘allow the employees to develop, grow and contribute in the best way possible’.
13. CIPD. The Changing HR Function: The Key Questions. London: Chartered Institute of Personnel and Development, 2006. Page 7. 14. CIPD. Next Generation HR – Time for Change. London: Chartered Institute of Personnel and Development, 2010. Page 10.
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The most successful HR departments will pick a structure and consistently tailor and adapt it to meet the changing needs of their organisation.
15 It is becoming increasingly important for HR Departments
The roles include:
to recognise that they need to implement some level of
Employee Advocate – ensuring employer-employee
structure in order to be truly strategic. Traditionally, HR
relationships are of reciprocal value
teams have predominantly fallen into two categories;
Functional Expert – designing and delivering HR
there are those who comprise a single team of
practices
generalists, specialists and administration combined,
Human
or there are those who adopt an approach such as
workforce
The Ulrich Model where they incorporate centres of
Strategic Partner – helping line managers reach
excellence and shared services.
their goals
Capital
Developer
–
building
future
HR Leader – credible to own function and others Perhaps surprisingly, the model chosen should not be the focus of strategic HR. First and foremost it must
As was the case with The Ulrich Model, which was
be established that no one model is going to work for
proposed eight years prior to this framework, it should
every business. Models and strategies that have found
not be taken as a definitive guide to creating a successful
tremendous success in some companies will not work
HR team. Rather, the ideas it explores should be used
for every business, therefore HR leaders should take
to provide inspiration which can be built into a model
a flexible and pragmatic approach to organising their
and methodology that works for a business depending
team. In the endeavour to balance both the reactive
on its individual requirements. As the CIPD found in
and proactive areas within the department, HR leaders
their paper The Changing HR Function, HR leaders
should look to provide clarity on the roles that everyone
‘expressed a certain frustration with what they saw as a
in the team holds. To assist HR with this procedure,
fixation with one particular model. They argued that HR’s
David Ulrich, founder of The Ulrich Model, produced a
structure should reflect the business it is in and what the
list of roles which can act as a framework when shaping
business customers want’15. Moreover, as suggested
the HR department.
by Gillian Fox and numerous Debate participants, the most successful HR departments will pick a structure and consistently tailor and adapt it to meet the changing needs of their organisation.
15. CIPD. The Changing HR Function: The Key Questions. London: Chartered Institute of Personnel and Development, 2006. Page 5.
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IN THE SPOTLIGHT; THE ULRICH MODEL Businesses’ views of what constitutes best practice in HR are constantly fluctuating, yet The Ulrich Model (also known as the ‘three-legged’ model) has resiliently withstood the test of time. The model, named after the American academic David Ulrich, refers to an organisational structure that is designed to articulate how modern HR management can be segmented into three key areas: shared HR services, HR centres of excellence and HR business partners. As described by the CIPD in their factsheet on HR Business Partnering, the three key elements of the model are:
Shared Services – A single (often relatively large) unit that handles routine, ‘transactional’ services across the business such as recruitment administration, payroll and absence monitoring with a view to providing low-cost, effective HR administration. Centres of Excellence – Usually small teams of HR professionals who have specialist knowledge of cuttingedge HR solutions. Their role is to deliver competitive business advantage via HR innovations in areas such as reward, learning, engagement and talent management. HR Business Partners – Senior HR professionals who work closely with business leaders, usually embedded in a particular business unit, to influence the overall business strategy.
Since its official introduction in 1997, The Ulrich Model has been surrounded by considerable and continual debate regarding its pros and cons. While its clear benefits include allowing HR functions to become more efficient and to become strategic players within a business, many HR leaders remain sceptical that it is the right way forward. At The HR World Debate, Orlagh Hunt, Group HR Director at AIB, highlighted one problem with The Ulrich Model in that it has a tendency to compartmentalise areas of HR. The trick for a great HR function is to be able to collaborate effectively across all areas; this increases the chances of designing the best solutions and allows the function to look truly joined up to customers. Similarly, a number of guests commented that the model can create silos within the HR function and that there is some overlap between the three segments. For example, a centre of excellence’s role is to deal with complex employee related issues, however, business partners often face very challenging employee relations’ issues too.
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Despite the challenges it presents, it is apparent that implementation of The Ulrich Model continues to increase. According to a survey on HR’s outlook conducted by the CIPD in 2012, 28% of participants revealed that they work in a three-legged structure, compared to 22% of those surveyed in 201016. In addition, nearly 40% of survey participants at large organisations described their HR structure as being a three-legged model which includes business partners, specialists and shared services. Among small and medium-sized organisations (less than 250 employees), a “single HR team with generalists, specialists and administration altogether” was the most common structure17. The survey also found that public sector organisations were significantly more likely to adopt The Ulrich Model than private sector companies18. While many HR leaders debate how The Ulrich Model should be interpreted and utilised, there are numerous companies who have implemented the model as a foundation upon which they can build and tailor their own HR structure. As Kate Banks, Group HR Director at Brightside Group and The HR World guest suggested, “ultimately business leaders simply want an HR model that works for their business. They are not interested in this model or that model, as long as it is flexible and suits the business”. This sentiment was also reflected by the findings of the CIPD survey, which concluded that a one-size-fits-all approach will not work; while The Ulrich Model is useful (as an HR professional), you must adapt it to your circumstances19. Ulrich himself has supported the notion that business models should not be taken as definitive templates and that they cannot be applied to all businesses in the same way. In an interview with Personnel Today he responded to critics of The Ulrich Model stating that “poor implementation and lack of understanding had let the model down” before going on to suggest that “many practitioners have rushed into implementing the model without properly considering whether it met the needs of the business first”.
16. Swift, Gail. Human Resource Service Delivery. London: Chartered Institute of Personnel and Development, 2012. Page 9. 17. Swift, Gail. ibid. Page 9. 18. Swift, Gail. ibid. Page 3. 19. Taylor, Stephen/Woodhams, Carol. Managing People And Organisations. London: Chartered Institute of Personnel and Development, 2012. Page 10.
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The most successful organisations had HR leaders who were working closely with both stakeholders and line managers to coach and challenge those individuals.
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THE SECRET TO FUTURE-PROOF HR Throughout the Debate it became clear that even if an
Debate: “as a Senior HR leader, if you aren’t confident
HR department meets all of the criteria we have listed in
enough or strong enough to say your piece and get your
this whitepaper so far, it will remain difficult for them to
point across then, ultimately, you shouldn’t be in that
achieve success if they don’t have the support or buy-in
role”.
of the businesses’ stakeholders. Achieving this can often be one of the most difficult challenges an HR leader will
Further research conducted by Income Data Services
have to overcome when they begin to instigate change
(IDS) also found that working closely with line managers
in the HR department, however, it is an essential part of
to gain their support is important. They found that many
ensuring future sustainable success for the business.
of the organisations surveyed had ‘devoted considerable
As the CIPD noted in their report on Next Generation
time and resources to making the business case for the
HR, ‘where a CEO has a broader expectation of what
transformation and getting all the stakeholder groups
HR’s contribution could be – and this is matched by an
on board. In some cases that meant involving line
HR leader who can step up and offer more than the sum
managers in the design of the transformed HR function,
of the activities that have always been done – it creates
while in others extensive consultations with HR staff,
a real enabler to repositioning the
function’20.
users of their services and senior managers were used to achieve stakeholder buy-in’21.
Throughout our research we found that numerous HRD’s had refrained from embarking on introducing significant
This notion also found support in the results from the
changes until they were under new management.
CIPD’s study Next Generation HR. However, in addition
Fortunately, they had found themselves in a situation
to finding that the most successful organisations
where new CEO’s embraced and fully understood
had HR leaders who were working closely with both
the concept of strategic HR and subsequently they
stakeholders and line managers, they also found that
were able to support and drive HR’s initiatives from
HR played a key role in coaching and challenging those
the top down. However, this will not be the case for
individuals, particularly where they were not ‘behaving
all HR leaders; it is more likely that at some point they
in a way that creates the right environment inside the
will have to gradually persuade and demonstrate to
organisation’22. They concluded that in order for HR
stakeholders how strategic HR will help them. This
departments to play a successful and strategic role in the
is where it becomes clear just how important a part
business, it is important that ‘mutual respect, challenge
strong leadership will play in the success of HR in the
and partnership between HR and the business exist at
future. As Mel Missen succinctly pointed out during the
all levels’23 of an organisation.
20. CIPD. Next Generation HR – Time for Change. London: Chartered Institute of Personnel and Development, 2010. Page 20. 21. IDS. The Three-Legged Model of HR. London: Thomson Reuters, 2013. Web. 22. CIPD. ibid. 23. CIPD. ibid.
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We will all too often adopt a well-used methodology, belief or practice despite instinctively knowing that it is wrong, typically because we are afraid of the mistakes that will be made by trying something new.
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CONCLUSION BY MIKE BEESLEY, CEO, RSG In life we will all too often adopt a well-used methodology,
to be flexible with your approach and not to be afraid
belief or practice despite instinctively knowing that it is
of trying something new. After all, HR is about people
wrong, typically because we are afraid of the mistakes
and we should encourage the type of innovation that
that will invariably be made by trying something new.
is brought about by basic human behaviour. Ultimately,
Unfortunately, I fear that this attitude often perpetuates
we should not be afraid to make mistakes. While they
the use of poor strategy or compounds failing
are almost always regrettable, mistakes can provide
practices. For example, on a number of occasions I
you with wonderful opportunities to learn and improve.
have found myself advising HR Departments on their
If the fear of making a mistake inhibits the desire to
talent management strategy and suggesting a bespoke
create something more successful, people will end up
solution that will help them to reach their business
doing nothing; as Einstein succinctly put it, ‘a person
goals. However, they have often been ignored in favour
who never made a mistake never tried anything new’.
of more ‘traditional’ strategies, or because they did not meet current organisational practices; it’s a shame
I would like to thank you for taking the time to read this
because I would have loved to have known what
white paper. We would like to hear your thoughts and
unexpected, positive results could have been achieved
experiences on the issues discussed, so please join in
if the formulaic approach had been abandoned.
the debate:
Following The HR World Debate, it would seem that the
Tweet your thoughts using the hashtag #RSGdebate
most important factor that differentiates transformational
Comment on the Debate by heading to
HR from its transactional counterpart is leadership.
www.thehrworld.co.uk
Solid business acumen and agility will, without doubt, allow individuals to gain the trust and support of
If you would like to find out more about the services
their senior management teams and the buy-in of
RSG and its associated companies provide, please
stakeholders, which is crucial if they are to accomplish
contact Mike Beesley at mike.beesley@rsg-plc.com. If
a truly strategic business partnership. It seems to me
you are interested in taking part in future RSG round
that in order to be a great strategist you should certainly
table debates, either as a lead speaker or a participant,
learn from past experiences and consider established
please email caroline.beer@thehrworld.co.uk
theories, however, it is equally important (if not more so)
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GUEST PROFILES Gillian Fox, Global Director of Talent and OE, RB (Reckitt Benckiser)
David Mason, Global Chief Operating Officer Resourcing, Royal Bank of Scotland
Gillian works as a trusted advisor to senior leaders and their
Listed as one of the Top 20 Most Innovative Resourcing
teams and is known as a real deliverer, with good instinct and
Leaders in Resourcing Magazine, David has gained a wealth
intuition. As a highly commercial HR Director, Gillian holds
of experience in various roles as Director and Head of
15 years experience in different sectors and organisations,
Resourcing at reputable companies including AXA, CH2M Hill
including Manufacturing, Financial Services and Professional
and Royal Bank of Scotland. In his current role at RBS, David’s
Services, covering client groups ranging in size from 1000-
responsibilities include delivering large volume recruitment,
16,000 staff. HR, M&A, strategic organisation design
senior executive recruitment across multiple countries, talent
and change management are counted amongst Gillian’s
management and workforce planning. David has achieved
specialities.
particular success in developing strategic approaches, leading resourcing teams and implementing change focused on commercial objectives.
Orlagh Hunt, Group HR Director, AIB (Allied Irish Bank) Orlagh is a highly accomplished and progressive Group HR Director who has worked in a number of industry sectors
Michelle de Jesus, Head of HR Operations, QBE
including Retail, FMCG and Financial Services. In her current
Michelle is an experienced HR professional within the Financial
role she is transforming the organisation to help it reach its
Services sector, including HBOS and QBE.
goals through a focus on great people leadership, employee
role, Michelle is leading the HR Operations team across
engagement and strategy alignment.
Previously, as the
European Operations at QBE to meet customer and business
youngest female HR Director working for a FTSE 100 company,
requirements and deliver the HR strategy across a range
she revolutionized the culture of RSA – one of the world’s
of HR operational areas, including Reward, Recruitment,
leading insurers.
HR Shared Services and Payroll.
Under her leadership, the firm achieved
In her current
Michelle has previously
world-class levels of engagement and reached number 6 in
managed HR Business Partner teams across UK and Europe
the Times Top 100 best companies to work for – all in just
and is currently also responsible for leading and delivering HR
three years. Orlagh’s particular strengths are in employee
change, through a global transformation programme that is
engagement, capability building and talent management.
underway at QBE.
23
Matt Elliott, People Director, Virgin Money
Kate Banks, Group HR Director, Brightside Group Plc
Matt joined Virgin Money in June 2011. As People Director
Kate is a highly experienced senior HR professional with a
he is responsible for the development of capability and talent
proven track record in developing and implementing people
to enable Virgin Money to meet its growth ambitions. Matt
strategies in different environments and situations that drive
is responsible for all matters relating to people management.
business performance. She has tangible experience in cultural
Previous to this role, Matt spent 10 years at RBS in various
transformations, mergers & acquisitions (including TUPE) and
roles before moving to BP latterly as North Africa Vice
Organisational Design, and has previously held senior HR
President of HR.
roles at AXA, Invensys Rail and ING Direct UK.
Lesley Cox, Executive Coach & Independent Consultant
Mel Missen, Vice President - Human Resources, Acxiom
Lesley’s career spans some 30 years in both industry
With a wealth of experience in creating HR functions and
and consultancy. She has worked in a range of HR, Talent
integrating businesses on a global scale (Asia, North America,
Management and Capability Building roles in Marks and
Middle East, Europe and Australia, to name but a few), Mel’s
Spencer, GlaxoSmithKline, ICI and Diageo. Her industry
career progression has taken him from Head of HR at Nat West
career was very international, including having spent 3 years
- Retail in 1996, to International HR Director at CIT, through
as the Regional HR Director for Diageo Asia Pacific based
to his current role as Vice President of International Human
in Singapore. Since 2004, she has operated as a freelance
Resources at Acxiom. He counts Change Management,
consultant specialising in the facilitation of a wide range of
International Resourcing, Talent Management and successful
senior team events, including executive team effectiveness
Employee Engagement amongst his specialities.
and leadership development. She also works in the area of organisational effectiveness, focusing in particular on the cultural aspects of major change agendas. She runs a successful executive coaching practice.
David Chang, Head of Organisation Development, Royal London Group Since graduating with a Masters Degree in Psychology at the
Jyoti Parmar, Interim HR Director, Towergate Insurance
University of South Australia, David has brought his knowledge
Jyoti is a senior HR and Business Change professional with
Factors International and Direct Line Group before joining
considerable organisational, process and cultural change
Royal London Group in August of last year. David specialises
management expertise resulting in a history of successful
in
performance at both strategic and operational levels. Prior to
Organisational Development.
her current role as Interim HRD at Towergate, Jyoti has held senior HR roles at Lastminute.com, Airwave, BAA – Heathrow Express and Kellogg Company.
and expertise to a number of organisations including Human
Occupational
Psychology,
Executive
Coaching
and
24
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