Rebus HR Award for Best HR Strategy in Line with Business

first_img Comments are closed. Previous Article Next Article This award recognises HR teams who can demonstrate they have achievedgenuine business partner status within their organisations. The judge looked atthe HR team’s own strategy, how this was devised and implemented, theinvolvement of senior staff and what results have so far been achieved.Entrants needed to explain how HR has measured the benefits and how the teamidentified prioritiesCategory judgeBruce Warman joined General Motors in1972. He moved to Detroit in 1979 and took the position as an organisationaldevelopment consultant based in corporate headquarters. On his return to theUK, he held a number of positions, including managing director of a componentsmanufacturing company, before becoming director of personnel at Vauxhall in1988. He retired from that post in March 2003, and currently holds a number ofpositions, including member of the Employment Appeal Tribunal, director of theSecurity Industry Authority and non-executive adviser to an HR consultancy.MotorolaThe teamNo. in HR team 13Staff responsible for 1,600Fionuala Barrie, HR director SPS UKCaroline Stewart, HR associateGerry Travers, HRoperations managerClaire McCormick, HR programs managerNicola Daubney & Jennifer Wojtyna, HR operations managersChris Keane & Ann Brannan HR managersMark McCafferty HR consultantAlison MacDonald, Senior HR associateMoyra Withycombe, HR managerMaureen Crawford, HR associateMotorola SPS IBHRAbout the companyMotorola provides communications solutions and is a globalmanufacturer of two-way radios, mobile phones and other communication systemsThe challengeMotorola’s silicon chip manufacturing facility in EastKilbride, Scotland, faced a high probability of closure in 1999 and as aresult, a major comprehensive improvement strategy was neededWhat the company did– Launched an HR-driven change programme– Made HR alignment to, and partnering of, the business morecrucial– Developed and employed two main strategies: first,implemented global HR initiatives creatively to compliment the local culture,and, second created local initiatives that developed and accelerated thischange strategyBenefits and achievements– HR gained respect and commitment from their business partnersby fully committing to the business goals– Developed creative, innovative and resourceful solutions,while returning significant gains for the business– Encouraged managers to deal directly with staff andtransferred HR keys to the management team– Cost reductionsBruce Warman says: “TheHR team was closely involved with the senior management team and other keystakeholders, including the unions. The strategy developed covered many areasand addressed some difficult issues. There was a clear definition of resultsneeded and rigorous follow-up on performance. It worked – major improvementshappened in key performance measures, the plant stayed open and several newproducts were moved into it from other parts of the world.”Scottish WaterThe teamNo. in HR team 93Staff responsible for 4,758Paul Pagliari, HR directorMorag Holding, HR customer serviceAndrew Walker, General HR managerJulia Stevenson, Head of organisational developmentSusan Campbell, HR relationship managerLorraine Miller, Head of health & safetyScottish Water HR TeamAbout the companyScottish Water was created in April 2002 – replacing East ofScotland Water, North of Scotland Water and West of Scotland Water. It provideshousehold and business water and waste water services to customers across one-thirdof the land area of BritainThe challengeThe firm had to consolidate three businesses and reduce costs,and wanted a company-wide approach to set critical HR objectivesWhat the company did– Set up comprehensive communication processes and communicatedto the whole organisation effectively and consistently– Set up specific strategy initiatives with veryclear metrics– Set clear, measurable goals, through to 2005/06Benefits and achievements– Significant achievements have already been made, including a£30m cut in costs in thefirst year– Greatly improved productivity– Developed a set of values that will help shape the company’semerging culture– Reduced year-on-year costs by 45 per cent– Increased training while cutting budget by more than 50 percentBruce Warman says: “ScottishWater has set a number of specific strategy initiatives with very clear metricslinked directly to business results. It has pursued them quickly andrelentlessly to get some ‘quick wins’. Costs have been cut dramatically (£30min the first year), and the organisation is on course to achieve its goals.”ClarksThe teamNo. in HR retail team 39Staff responsible for 10,400Jill Youds, Head of retail HREmma Webster, Resourcing adviserMel Park, Employee relations adviserCarole Calisgil, HR assistantBobbie House, Reward analystRetail HR TeamAbout the companyClarks is the number one shoe retailer in the UK and is one ofthe largest makers of casual shoes in the worldThe challengeThe company operates across the UK, and faced severe marketpressures and increased competition. It realised retail employees are key tothe success of the businessWhat the company did– Restructured and repositioned the HR team to work inpartnership with retail operations– Focused on people, customers and profit– Developed an HR strategy to maximise the contributionsemployees could make to the retail strategy– Implemented extra training for the senior HR team to promotestrategic thinking– Improved field trainingBenefits and achievements– Internal customer survey now shows 95 per cent believe theretail HR team makes an effective contribution to the retail business– Productivity of workers completing the Shine sellingprogramme is £17.40 per hour higher than the store average– Increased profit in the retail businessBruce Warman says: “Clear, ‘hard nosed’ HRstrategies and initiatives were developed. Implementation of these strategieswas carried right across the business with an extremely comprehensive set ofbusiness metrics that were communicated to the whole business on aregular basis. There have been significant improvements in productivity andcustomer satisfaction.” Rebus HR Award for Best HR Strategy in Line with BusinessOn 21 Oct 2003 in Personnel Today Related posts:No related photos.last_img read more

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