Corporate Research Forum HR Specialists – Function & Fit Wednesday 16th June 2010

Agenda 09.30 Introduction 10.00 HR specialists – report summary 10.30 Role, structure and working relationships 11.10 TEA & COFFEE BREAK 11.30 Working in groups 12.15 Plenary discussion 12.50 LUNCH 13.30 Capabilities, development & career paths 14.10 Working in groups 14.50 Plenary discussion 15.20 Summary 15.30 CLOSE Event Partner

Report summary Andrew Lambert Andrew Lambert

The context ‘Transforming HR’ Wide adoption of ‘3 legged’ structure but patchy and piecemeal capability gaps some entrenched thinking, behaviour managers and employees not engaged at outset Many variations – no one size fits all Terminology questioned what constitutes a CoE? are ‘expertise’ and ‘excellent’ descriptions valid?

Don’t just create new silos CEO HRD/CHRO Corporate HR – Policy, Strategy – Risk management ‘Local’ HRDs (or BPs) on mgt teams HR Specialists – Centres of expertise – Consultancy HR Services – Administration – Advice – Data management – HR technology

Consistent policy & practice What’s the purpose? ‘Customer’-driven? Governance Consistent policy & practice Consultancy Services Types of ‘expert’ ‘Thought leadership’ Deep technicians Skilled orchestrators Skilled do-ers 3 roles – different expectations/behaviours Policy and practice propagators, governance Client-oriented consultants Service providers (eg coaching, mobility) Different types of ‘expert’ ‘Blue-sky’, ‘thought leadership’ Deep technicians Skilled orchestrators, designers, facilitators Services: providers, doers Central provider or light touch overseer Solutions to meet strategic and business needs? Central provider or light touch overseer?

Avoiding ‘turf’ conflicts Don’t just implant structures…. Address how they will work Focus on trust, mutual interest, relationships Who does what Specialists and BPs Specialists and services In-house or consultants/contractors/outsourcers Centre and the ‘parts’ – BUs and functions HR helping or adding to the tensions? Specialist reporting lines – direct and dotted

Workload & capacity mgm’t Responsibilities for planning Who pays for what? Business case and project development Scenario planning Allowing for the unexpected Information flows and transparency Two-way street between centre and parts Using external resources Capacity and quality Who’s in charge? – effective hiring and oversight Project management

Development Shortage of skilled experts Make or buy? Reward: Remco advice, not ruled by C&B firms OE: top-notch organisational designers, change and culture facilitators, leadership developers Analytics: decision scientists Make or buy? Development framework What’s shared, what’s special “Cobbler’s children” syndrome Linking business and development goals OD for everyone

Career movement HR specialists Other employers HR BPs HR Services Consultancy Line management

What’s are CoEs worth? High-level yardsticks - impact on… Business performance Organisational capability Leadership quality Innovation and sustainability How do you tell? Subjective or objective measures? Understanding cause and effect Goals and success measures co-created with the business?

In summary… Concept is sound in theory It’s been a struggle in practice Takes time to bed in changes And even longer to develop excellence Manage expectations Design your product & service with ‘clients’ Watch your language Be technology-savvy Long-term evolution–towards less is more

Five issues to debate 1 Most appropriate measurement to indicate vaue added of specialists 2 Guidelines for working with consultants etc 3 How to ensure good working relationships with HR BPs, services and the line 4 What should specialists do more and less of? 5 How to ensure that only the best projects are chosen, and avoid initiativitis? 13

Five issues to debate How ‘expert’ should your HR specialists be? 2 What would you advise your HR specialists to include in their career plans? 3 What elements should be included in a development framework for HR specialists? What should be done about the shortage of expert specialists? And who should do what? 5 How would you argue for investment in HR specialists, eg development, technology? 14

Roles, structure and working relationships Panel session 15

Group discussion - process 45 minutes discussion at tables 5 questions shared out between tables Choose a ‘rapporteur’ at each table Record answers & contributions on sheets provided Include - examples of good practice, things you’d do differently, what helps and hinders 35 minutes plenary before lunch 16

Five issues to debate 1 Most appropriate measurement to indicate vaue added of specialists 2 Guidelines for working with consultants etc 3 How to ensure good working relationships with HR BPs, services and the line 4 What should specialists do more and less of? 5 How to ensure that only the best projects are chosen, and avoid initiativitis? 17

Capabilities, development and career paths Panel session 18

Group discussion - process 40 minutes discussion at tables 5 questions shared out between tables Choose a ‘rapporteur’ at each table Record answers & contributions on sheets provided Include - examples of good practice, things you’d do differently, what helps and hinders 30 minutes plenary 19

Five issues to debate How ‘expert’ should your HR specialists be? 2 What would you advise your HR specialists to include in their career plans? 3 What elements should be included in a development framework for HR specialists? What should be done about the shortage of expert specialists? And who should do what? 5 How would you argue for investment in HR specialists, eg development, technology? 20

Summary 21

CRF’s forthcoming events DATE EVENT 1 July Workshop (Trinity House) Spreading Good Practice – A Structured Exchange 8 Sept. Managing the People Dimension of Risk 13 & 14 Oct. International Conference (Budapest) Performance Through People – Capability & Context