Finding The Balance; Transactional & Transformative HR

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

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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)

22

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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