1. Innovative HR Survey
Malcolm Gregory

2. Where are we now?
All questionnaires analysed
Main findings identified

3. Main findings The HR Manager How HR is organised
The drivers for change
Outcomes and recent changes

4. The HR manager
60% see main job as strategic organisational development
50% include provision of expert advice
40% see main job to manage transactional functions

5. How HR is organised
90% centrally organised with elements of delegation
10% of transactions outsourced
50% performance management with line-managers
80% expert advice centralised

6. Drivers for change 75%of respondents cited: Demographic changes
Political initiatives
Budgetary requirements

7. Outcomes and recent changes
Too early to measure success
Early indicator- less enquiries
Early indicator - staff reduction

8. Difficulties and solutions
Size/diversity
Budgets
Culture
Trade Unions
Capability
Technology
Work with teams
Prioritise
Legislation
Negotiation
Training
training

9. Lessons learnt Tell staff about the change Quick wins
Get simple things right
Project management
Monitor progress

10. Examples of change National Partnership Agreements
New Legislation & more money
Project planning and prioritisation
Job evaluation and competencies
Human Governance

11. Identifying real HR innovation
Where is it hidden?
How do we report it?