Personnel Today Awards 2001 update

first_img Previous Article Next Article Comments are closed. Personnel Today Awards 2001 updateOn 2 Oct 2001 in Personnel Today Short listed teams for the Rebus HR Award for Best HR Strategy in line withbusiness      Teams shortlisted for this award have taken seriously the need for HR to repositionitself to add value to the business or organisation it serves. Central to theirrecognition is the department’s business strategy, how it was devised andimplemented, who was involved and the results to dateBarclaysBarclays Banking HR teamWhat they did Developed and implemented a programme of interventions to transform thecapability of its people to achieve the business’s strategic goals. The goalwas for Barclays to become the undisputed leader in business banking in the UK.To achieve this it needed to transform the existing business in terms of newproducts and customer segments, as well as investing in technology and thesales force and developing new channels. As a result, a people strategy wasneeded which focused on building leadership within the business, convincingeveryone of the need to change, investing in skills development and introducinga wide range of performance management tools for managers to link performanceand reward more closely. The training budget was increased by 40 per cent andan intranet-based self-development toolkit can now be accessed via desktop PCs.Why they did it In an increasingly competitive market Barclays’ business goal was to doubleeconomic value every four years. Its brand promise was to help its customersachieve their ambitions. Steve Wiggins, head of HR for the Business BankingCentre, says that in order to achieve this the bank had to first make it happenfor its people. “The most significant enabler of a business transformationprogramme of this scale is the leadership capability of the organisation. Weneeded to develop leaders who could create a challenging and attractive visionof the future and demonstrate the skills, and behaviours required to achieve itand the culture we were looking for.” Benefits and achievements Barclays has achieved a 12 per cent increase in operating profit on the backof strong revenue growth. Excellent customer satisfaction has been recordedwith the bank coming number one in independent research in all the key measures.Results from an employee survey show that the transformation of leadership hasled to improvements in 13 of the 16 measures used. Business Banking is alsoahead of the company average in 10 of the 16 measures. The teamNumber in team 6 people heads, each with their own teamsStaff responsible for 105,000HR director Mark WellsOMD Terry BowdenHead of HR Julia WiffenHR adviser Tash SamadpourHead of HR Rachel YatesHead of HR Nigel FretwellAsdaThe People TeamWhat they didAsda’s people team devised a strategy to deliver people able to”sell and serve with personality” and offer craft skills in-store tooffer the best possible service to customers and improve the business’sprofits. The people strategy is based on recruiting, training, motivating andretaining high quality staff. Its priorities were to recruit the right calibrepeople with the appropriate personality to serve customers in the fast-pacedretail environment, to be able to train key skills as effectively as possiblein order to meet business priorities, and to offer employees a motivationalworking environment free from the traditional retailing commands and controlstyle. Consequently, among other things, 2,500 colleagues have been trained ina skill such as butchery or floristry at the Asda Academy, all new managerstrain in one of the eight stores of learning, and morale is regularly assessedthrough “We’re listening surveys”.Why they did itAsda implemented the strategy in order to gain a competitiveedge. David Smith, people director for Asda, says in retail it is necessary togain a competitive edge through people strategies that align to businessperformance delivery on a daily basis. “We like to think about moments ofservice. The shopper can decide not to come back because of one bad serviceinteraction. Our objective is to deliver service with real personalityalways,” he says.Paul Mckinlay, head of people development for Asda, added thatthe strategy was also aimed at tackling the problem of retention, which hastraditionally been a problem in the retail sector.Benefits and achievementsAsda claims it is the number two food retailer in the UK marketby share of sales behind Tesco and was voted the fifth best employer and bestlarge employer in the Sunday Times survey of the top 50 UK employers. It claimsto be the friendliest superstore food retailer in perception data with itscompetition – achieved by recruiting principally on personality, looking forpeople who enjoy interacting with customers. Morale indices are rising year onyear with 90 per cent of employees reported to enjoy working at Asda, and 86per cent feeling properly trained. The teamNumber in team 50Staff responsible for 9,000People director David Smith with Retail people director Caroline MassinghamHead of resourcing Jan ShawRemuneration & benefits manager Kerry EllisHead of people development Paul McKinlayAstronOrganisational Development teamWhat they didThe mission was to take three small traditional printingbusinesses with a turnover of £13m and turn them into a £100m showcaseorganisation providing design, document management, print management,warehousing and logistics to a wide range of blue-chip companies.  Organisational design was focused arounddeveloping market-targeted teams responsible for everything from sales tocustomer service, purchasing, inventory management and invoicing. Hierarchieschange with each new project so that the most senior member of one team canalso be the most junior member of another. All staff are encouraged to maximisetheir potential and anyone in the organisation can attend courses led bycollege lecturers. Industrial relations negotiations have been dropped infavour of industry wage increases and the reward strategy has been adapted tosuit individuals. Kathy Woodward, group operations and HR director, says,”On every site in the country at 8.30am representatives from across thebusiness meet and table anything that impacts either internally or externalcustomer service. These actions drop into databases that form the core of ourdevelopment strategies – process improvement, people improvement.”Why they did it”To deliver our business development plan we decided toadopt a radical approach to our human resources strategy” says Woodward.”Instead of a dedicated human resources department, it was decided thateach employee would become an HR officer. “Our focus would be on everyonebeing a critic, a coach, communicator and champion and that our businessprocesses would focus on delivery, innovation, value and control to ourcustomers.”Benefits and achievementsThe business has grown from £13m to £100m, with increasedprofits to match. Astron’s customer base includes British Airways, Bupa andScottishPower. “We have developed leading edge e-commerce systems, we haveintegrated mergers, and kept our people motivated and having fun,” saysWoodward.Judge’s commentJohn McCarthy, European partner,William M MercerBarclays The team has demonstrated a direct impact on businessperformance through their efforts and appear to have strong support frombusiness management, employees and Unifi, the employees’ representative.AstronFrom the start there was a desire to create a new businessmodel. To support this the team has an HR strategy that is completelyintegrated with the business. The results show in the business performance.AsdaThe team at Asda has an HR strategy that is right at the heartof the competitive proposition that the company brings to its customers.Pinderfields and PontefractHospitals NHS (recommended)Although not shortlisted, Personnel Today is pleased to givethis team a special mention. This is one of the more difficult strategies toexecute, which must be true for every part of the NHS, and as all of us arepotential beneficiaries, deserves encouragement and support. RebusHR is a leading HR andpayroll solutions provider, offering solutions to businesses of all sizes. Itsclients include more than 70 of The Times Top 100 companies. RebusHR developslong-term partnerships with its clients, some of which have been using itsservices for more than 30 years Related posts:No related photos.last_img

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