Self-Service Workshops Review Dr Martin Reddington Author Visiting

Self-Service Workshops Review Dr Martin Reddington, Author, Visiting Research Fellow, Roffey Park, © Martin Reddington 2009

Main Themes § Brief Overview of Workshops § Survey Findings § Some Reflections © Martin Reddington 2009

Workshop - How are we doing? HR Present through to HR Future … Where is HR seen to be going in the future? … How are we doing now? © Martin Reddington 2009

Current/Future HR Strategic Operational 3. 2 2. 0 Proactive Reactive 3. 1 1. 7 Tailored Practice Off-the-shelf 2. 5 2. 1 1 2 Future 3 © Martin Reddington 2009 4 Now 5 Based on CIPD (2007)

Current/Future HR Business. Driven 1. 9 2. 6 Employee Driven Specialist Generalist 3. 4 2. 7 1 2 Future 3 © Martin Reddington 2009 4 Now 5 CIPD (2007)

Top Six Potential Drivers of HR Change Drivers of Change 1 Business Strategy Importance 99% 2 Views of Senior Management 99% 3 Cultural Values 98% 4 HR Strategy 96% 5 Cost Pressures 95% 6 Employee Needs 95% Based on CIPD (2007) © Martin Reddington 2009

Top Six General Challenges To Date Challenges Response Rate 1 Defining New HR Roles 42% 2 Insufficient Resources 40% 3 Dealing with Skill Gaps 38% 4 Ineffective Technology 35% 5 Resistance to Technology 23% 6 Ineffective Process Change 17% Based on CIPD (2007) © Martin Reddington 2009

HR Value Pyramid • 1 • 2 • 3 Business Partnership Consulting from reactive to proactive Transactions Basic Administration (entry level) © Martin Reddington 2009

Modelling e-HR Organisation & Resources of HR Function HR Strategy and Policies e-HR Drivers (Goals) e-HR Architectures ‘Absorptive Capacity’ of HR (Based on Martin, Reddington & Alexander, 2008) © Martin Reddington 2009 User Acceptance e-HR Outcomes HR Change Model

Deciding on Technical Architecture § Option 1 - HR core system with integral modules that can be “switched on and configured” to create a “single” HRIS § Option 2 - HR core system with modules bought, configured and hosted separately (still on internal networks) and connected back to the core system § Option 3 - HR core system with modules hosted and managed externally and connected back over the web to a core system – also known as Application Service Provision (ASP) § Option 4 - Outsource of all systems including the core HRIS Note: It is possible to have a combination of options 2 and 3 where some modules are outsourced and others are hosted internally. © Martin Reddington 2009

Types of e-HR Outcomes Positive Intended Unintended 43 % reduction in average transaction costs 62% reduction in the length of time taken to deal with queries 50% reduction in enquiries directly to HR and service centres cannot get enough in the organisation - progress only constrained by HR Greater sense of organizational innovativeness/progress modelled through adoption of sophisticated e-HR (Based on Martin, Reddington & Alexander, 2008) © Martin Reddington 2009 Negative 30 -35% reduction in HR headcount Intellectual property and data ownership transferred to outsourcing partner Work overload Alienation of HR Role ambiguity Poor perception of usefulness and benefits Poor communication

The Emergence of Web 2. 0 “Web 2. 0 is different from the earlier Web 1. 0, which focussed on the one-way generation and publication of online content. Web 2. 0 is a ‘readwrite’ Web providing a democratic architecture for participation, encouraging people to share ideas, promoting discussion and fostering a greater sense of community. Martin, Reddington & Kneafsey (2009) © Martin Reddington 2009

Scenarios for web 2. 0 Employee and other User Inputs Social Media Technologies Web content in the form of text, images, podcasts and videos Widely available examples include: Blogs Wikis Opinions in the form of online rating or voting, sharing useful web pages etc Media sharing sites: eg Flickr, You Tube Applications, such as widgets (e. g. Google gadgets (Martin, Reddington & Kneafsey (2009) Social networking, eg Facebook, My. Space, Linkedin Virtual worlds, e. g. Second Life RSS feeds © Martin Reddington 2009 HR Outputs Resonating with the V -generation’s preferred forms of communication and learning More effective ‘listening’ to employees by giving the new ways of expressing authentic ‘voice’ More effective ‘talking’ to employees

PPMA Portal Demo © Martin Reddington 2009

The Business of HR The heart of organisational development Building a compelling employer brand The Business of HR Using technology to advance knowledge sharing & innovation Creating high Performance work environments Designing new organisational architectures Workforce modelling © Martin Reddington 2009

Business Scenarios Mapping Process and Capabilities © Martin Reddington 2009

Process Mapping Framework Level 1 Principles: Working Drafts Simple Who? Review and Refine Automated What? Level 2 Standardised Where? Level 3 Integrated When? Configuration Blue Print How? (Based on Reddington et al, 2005) © Martin Reddington 2009

Process Mapping Framework System Requirements Training Material Process Blue Print Cost/benefit analysis informs: Change Plan Organisational Design Role Design (Based on Reddington et al, 2005) © Martin Reddington 2009

Process Example – Sickness Absence Benefits • Improvements in data accuracy and credibility • Better managed as issues more visible • Stop duplication of local systems + mismatch in data • Easer management intervention on sickness classes Challenges • Managers’ engagement • Trainings needs (skill gaps) • Management wishing to cover-up issues • State of IT infrastructure, employee access © Martin Reddington 2009

Survey Findings © Martin Reddington 2009

Example Survey Statements HR Structure and Roles § The wider organisation has a clear vision for the roles it wants HR to perform § There is a clear, agreed structure for HR which supports the vision § HR Roles are clearly defined and understood within the HR team HR Strategy, Policies & Processes § HR processes have been designed to be as streamlined and cost efficient as possible § HR processes have clear end-to-end connectivity § The value (not just cost) of delivering HR processes is clearly understood HR Information Systems & Technology § There is a high level of usage of e-HR through the business § Managers and staff find e-HR to be extremely useful to them § HR systems are integrated with non-HR systems © Martin Reddington 2009

Example Survey Statements HR People & Culture § HR enjoys an excellent profile within the business § The HR function operates as one team § HR is seen as largely proactive, supporting the business in achieving business goals rather than mostly reactive, dealing with issues as they arise HR Performance § HR is able to articulate its value proposition to the wider organisation § The performance of the HR function is on an upward path § HR costs are optimised without compromising quality © Martin Reddington 2009

Survey – Individual Responses © Martin Reddington 2009

Survey – Aggregate © Martin Reddington 2009

Reflections © Martin Reddington 2009

Example Feedback Statements • “useful overview of current and future trends” • “Stimulated critical thinking on the project” • “Gave me a broader understanding of some of the issues other organisations are facing and how to deal with these” • “Given me a good grounding in identifying areas that need to be considered” © Martin Reddington 2009

HR Functional evolution Traditional Transitional Transformed § Hierarchical § More fluid structure § Minimal hierarchy § Strong transactional role § Shared services § Strong use of e-HR § Business goes to relevant person § Project based work, based on business partnership § Alignment of business based on seniority © Martin Reddington 2009

People management tensions What does increasing devolution of people management responsibilities mean for line managers? © Martin Reddington 2009

People management tensions Francis and Reddington (2010) © Martin Reddington 2009

People management tensions Can I justify breaking the rules? © Martin Reddington 2009

Compliance vs Enterprise “ Compliance is not optional. It is essential to company-wide policy and best practice. Consistent failure in compliance will result in dismissal. Managers are now being trained to engender ‘team spirit’, encourage team members ‘to give their very best. This means going the extra mile, continuously improving performance and daring to take the initiative. “ The company encourages them to question accepted routines Francis (2006) 31 © Martin Reddington 2009

Francis and Reddington (2010) © Martin Reddington 2009

People management tensions How am I expected to deliver more business results with less investment in my people? © Martin Reddington 2009

HR service delivery “ “ It’s done over the phone, it’s done on a computer, it’s done like a question and answer session and it doesn’t begin to put the human element into consideration. I think that’s just going to lead to more conflict, you know, and I don’t think it’s necessarily going to get the best out of people [Senior HR Manager]. Francis and Keegan (2007) © Martin Reddington 2009

Thank you martin@martinreddington. com © Martin Reddington 2009