Corporate Research Forum HR Specialists Function

Corporate Research Forum HR Specialists – Function & Fit Wednesday 16 th 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 2

Report summary Andrew Lambert ANDREW LAMBERT 3

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 Co. E? – are ‘expertise’ and ‘excellent’ descriptions valid? 4

Don’t just create new silos CEO HRD/CHRO HR Specialists – Centres of expertise – Consultancy Corporate HR – Policy, Strategy – Risk management ‘Local’ HRDs (or BPs) on mgt teams HR Services – Administration – Advice – Data management – HR technology 5

What’s the purpose? ‘Customer’-driven? Governance Consistent policy & practice Consultancy Services Types of ‘expert’ ‘Thought leadership’ Deep technicians Skilled orchestrators Skilled do-ers • Solutions to meet strategic and business needs? • Central provider or light touch overseer? 6

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 7

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 8

Development • Shortage of skilled experts – 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 9

Career movement HR specialists Other employers HR BPs HR Services Consultancy Line management 10

What’s are Co. Es 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? 11

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 12

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 1 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? 4 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 1 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? 4 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. Workshop (Trinity House) Managing the People Dimension of Risk 13 & 14 International Conference (Budapest) Oct. Performance Through People – Capability & Context