1. Human Resources Transformation
CPD Day, 26th April 2017
Joe Cooper, Head of Service Transformation

2. Outline Background, Context and work to date What are our objectives?
What are the timescales?
How and when to get involved
Next steps

3. Key Messages Building from a strong platform
Change is inevitable and will need to be significant
The transformation programme will cover all of HR, not just operations
Change will be participative and your contributions will be essential.

4. College Context Financial challenges linked to growth ambition
Education and Research outputs to grow
Support Services costs to remain flat
We need to do more with the same amount of resources
Resources available in the short term to support change initiatives

5. The case for change
HR (and the College) have grown organically over the past 15 years
What we do is well regarded and we should be proud of how we got here
By finding new ways of operating we can respond to the need to grow capacity and improve our working lives
One opportunity to spend time and resources to find savings going forward.

6. Change Principles
Our processes, services and structure should be designed around our users, rather than cost centres
Optimising their journey
Delivering an excellent experience
Development of any new approaches will be collaborative
All levels of HR
Deep involvement of our partners and stakeholders
Crucial Role of FOOs and Service Directors

7. Work to date Initial analysis of HR Operations
OE work in Payroll/Pensions
Operating Model and Systems review in Recruitment
Detailed plan developed and submitted for 2017/8 planning round and PRIB (Project Resource Investment Board)

8. ISSUES EXAMPLES IMPACTS Inefficient use of time, effort and resources
INCONSISTENT PROCESSES ACROSS FACULTIES
Due to preference rather than design
Probation – checking, chasing and impact
Sickness management
Immigration management
Inefficient use of time, effort and resources
Inconsistent value proposition for HR
Inconsistent staff (service user) experience
Inability to match resource to demand
Compliance and regulatory risk
OWNERSHIP OF PROCESS STEPS VARIES ACROSS FACULTIES
Inconsistent split between central HR, Faculty HR teams and departmental administration
Recruitment – ‘Full Service’ in Business School, devolved to departments in Engineering
WASTED EFFORT AND TIME
Repeated processes, processes with no outcome, QA checking of manual processes, processes designed to work around non-compliance
Probation chasing in Support Services
QA work (contact request forms, contracts)
Requests for information for Home Office
DISCONNECT BETWEEN POLICY/PROCEDURE/GUIDANCE/REALITY
Central governance and compliance control is weak
Immigration Management
Probation checking and chasing
INCONSISTENT JOB DESIGN IN HR
Roles have changed over time in image of Faculties/departments – hierarchical structure designed around HR career pathways
Senior HR Administrator role a combination of advice and basic administration
Nature of role changes dependent on faculty
POOR INTEGRATION WITH PAYROLL AND PENSIONS
Relationships and processes are fractured
Manual information exchange (e.g. New starter form)
Slow issue and query resolution
NO STANDARD PROCESS FOR QUERIES
Many varying routes in and out – no way of recording trends, minimising repeated effort or ensuring consistency
Range of drop ins/roadshows/telephone/
Undertaken by Senior HR Administrators with other work streams
SILO WORKING
HR teams operate separately and don’t share resources unless urgent. Learning and best practice not effectively shared
Implementation of e-filing
Some HR roles dominated by admin

11. Systems Review Review the current usages and users of the system
Understand the interdependencies with linked systems
Consider how our systems are configured and utilised
Understand the opportunities, costs as risks of changing to a new central HR system
Replace systems(s) if the benefits outweigh the costs
Support from ICT consultancy to undertake this work

12. Operating Model Review
Operating Model – A way of representing or describing how we deliver our service across the College (often in diagrammatical form)
Process, Organisation and People, Locations and Building, Information Systems, Suppliers and Business Partners, Management System.
Our current operating model?
Considerations include
Self Service and automation vs physical presence
Centres of expertise or multi-disciplinary teams
Shared services or locally driven teams
The model must ensure that the service supports the College’s strategic objectives

15. Operating Model Review
Map the ‘As-is’ operating model and understand the perspectives of HR staff and key stakeholders
Understand current baselines in terms of volumes and performance indicators
Research external organisations and understand the opportunities and risks that could result from change.
Establish target operating model and establish potential benefits, outcomes and success criteria
Develop plan to deliver new model
In consultation with all HR staff
In conjunction with College operating model developments
In partnership with Faculties and Departments

18. Process Review
What we currently do, who does it and how we do it varies enormously across the organisation.
Variance between published policy, procedures and the way things actually take place
Examples include recruitment, probation support etc.
Business process mapping enables the organisation to be more effective through
Providing a framework to establish improved ways of doing things
Highlight variances in process and duplicated work and help reduce wasted time and effort
Improve the effectiveness and reduces the time required for training and induction
Reduces risk by ensuring that key legal/compliance steps are undertaken, and outlines who is responsible
Assigning tasks to roles rather than individual

19. Process Review Map “Level One’ processes E.g. ‘Manage ER’
Map ‘As-is’ ’on the ground’ processes
Find improvements, efficiencies and harmonisation
Connect processes and highlight areas of handoff
Highlight opportunities for improvements to inform proposals for operating model/ systems review
Use of Nimbus

23. Approach Three distinct areas Operating model and structure of HR
Systems review and development
Process mapping and process reform
Could be dealt with separately but this would limit the scale of the benefits that we could achieve.

24. Phase One - Discovery May – August 2017
Complete first phase of Operating Model review
Workshops with Faculties/HR Staff/Stakeholders
Develop first draft of target Operating Model
Level One Process Mapping
Review of functionality of HR systems

25. Phase Two- Analysis September 2017 – March 2018
Complete ‘As-is’ process mapping exercise make immediate and ongoing improvements, and ascertain future opportunities
Set KPIs for the proposed Operating Model
Scan market for potential system replacement
Develop system requirements
Publish consolidated opportunity analysis (Skills, Technology, Organisational)

26. Phase Three - Preparation
March 2018 – July 2018
Gain final agreement of Operating Model and plan any changes required
Undertake ’to-be’ mapping exercise to support new operating model
Develop HR portal to improve accessibility of processes
Decision on procurement of new HR system
Continually consult with HR Staff

27. Phase Four- Deployment
July 2018 – December 2018
Begin implementing new structure following consultation
Complete process mapping and prepare for launch of HR Portal
Begin deployment of new HR system (if required)
Launch of new systems and structure – November 2018

28. Key Messages Change Principles
Our processes, services and structure should be designed our users, rather than cost centres
Optimising their journey
Delivering an excellent experience
Development of any new approaches will be collaborative
All levels of HR
Deep involvement of our partners and stakeholders
Crucial Role of FOOs and service directors
Building from a strong platform
Change is inevitable and will need to be significant
The transformation programme will cover all of HR, not just operations
Change will be participative and your contributions will be essential.

29. Thanks for listening
Any questions?