1. New Models of HR
Sally Campbell
Jane Haire
Cheshire HR Service

2. New Models of HR Session Aims
What are the challenges/opportunities for HR? Where are we now as a profession? Where could we be as a profession? Case Study – Cheshire HR Service
The challenges and next steps
Discussion - Questions

3. The Challenge NHS Outputs DoH Back Office Report 2010 Drivers
Value for Money
Safety & Effectiveness
Quality
Increased Patient & Staff Satisfaction
NHS Outputs
Potential to save £616m-£1bn nationally
56% of HR function could be provided as a shared service
20-50% operational savings
Best practice approaches
DoH Back Office Report 2010
People and skills taking centre stage
Risk management and governance giving HR pivotal role
OD and change capability high demand
Drivers

4. HR Opportunity
Reduce costs of HR service, particularly in administration
Repositioning away from admin to supporting business strategy
Improve quality through customer focused HR delivery

5. Where are we now? Future proofing of organisation
Strategic health of organisation
Policy & Process
Administration

6. What do we spend our time on?
Illustrative example: Cheshire HR 2008 Task Analysis

7. What are the barriers to change?
Source: HR Transformation in Europe, a Mercer Study, 2006

8. A Future Operating Model
Future proofing of organisation
Strategic health of organisation
Policy & Process
Administration
Customer retained HR activities
Centres of expertise
Process improvement automisation , self service /HR Service Centre

9. Increasing process maturity
Multiple Systems
Remove complexity
Standardise Processes
Remove
Complexity
Remove complexity
Standardise Processes
Implement Common System
Non-Standard Complex Processes
Establish new organisation
Remove complexity
Standardise Processes
Implement Common System
Centralise transaction processing
Multiple Locations
Multiple Systems
Establish new organisation
Remove complexity
Standardise Processes
Implement Common System
Centralise transaction processing
Implement e-enabled common system
Migrate to Virtual transaction processing
Non-Standard Simple Processes
Transactional
Efficiencies
Baseline
Multiple Systems
Common Systems
Multiple Locations
Standard Simple Processes
Transactional
Efficiencies
20%
Standard Simple Processes
Common Systems
Multiple Locations
Standard Simple Processes
Multiple Locations
Transactional
Efficiencies
40%
Transactional
Efficiencies
50%
Single/ Few Locations
e-enabled system
Transactional
Efficiencies
60%
Standard Simple Processes
Virtual Locations
Transactional
Efficiencies
75%
Increasing process maturity

10. CASE STUDY CHESHIRE HR SERVICE

11. What our customers said they wanted (World Class HR Results - 2009)
Strategic input into the business
Greater focus on learning and development
Improved technology and efficient processes
Improved access to HR services
Greater staff involvement in policy development and improve policy communications
Improved line manager people management skills
Things done in a more timely manner

12. Central HR Consultancy Service
Our HR Services
Business Partnership
Systems Support Team
Recruitment Services
L&D Services
HR Direct Info Portal
Central HR Consultancy Service
Wellbeing Services
TECHNOLOGY
ENABLEMENT
ENABLEMENT
TECHNOLOGY

13. Our Employee Relations Service
Tier 3
Specialist advice, case management, change management, policy development
Tier 2
1st Line call advice, general HR administration, MI reporting
Tier 1
HR Direct (24/7 Information Portal)

15. Employee Relations – What’s changed?
Historically
Current State
Benefits
Reliance on HR
Low ownership of HRM
Inconsistent advice
Multi-info sources
Lack of MI
Limited HR Capacity
24/7 Information Portal
Access to dedicated HR professionals
Expensive legal resource focused on risk areas
People Coaching
MI focused on trends
Reduced Cost
Improved line manager capability
Reduced risks/costs
Improved customer satisfaction
Improved HR staff satisfaction

16. HR Transformation – Was it worth it?
Supported organisations in making CIP’s year on year
Increased customer satisfaction
Improved staff satisfaction survey results
Skill Mix/Career Development - Right people undertaking right tasks
Technology benefits for HR and customers

17. The challenges of a new model
The Organisation
New Capabilities
Self Diagnose their current state
Set realistic expectations aligned to culture
Identify quick wins
Make sure leaders are a partner on the journey
HR Business Partnering and Strategy
Managing SLA’s/outsourced services
Business Case Development
Absolutes
Internal HR
Investment in technology
Commitment to concept of new mode of control
An OD/Change Programme which focuses on:
Developing capability to let go and take
on the new
Change in behaviours/ customer business focus
HR Business Partners as commissioners of HR services
Dealing with those who will never change
Internal HR

18. HR Transformation: The next steps
Integrated and sequenced approach
process reform
automation of processes/self service
structural reorganisation
Give attention to
service gaps
internal communication / knowledge sharing
joined up delivery
customer differences
unclear accountabilities

19. Any Questions?