© martin reddington 2009 self-service workshops review dr martin reddington, author, visiting...
TRANSCRIPT
© Martin Reddington 2009
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
HR Present through to HR Future
… How are we doing now?
… Where is HR seen to be going in the future?
Workshop - How are we doing?
© Martin Reddington 2009
Current/Future HR
Strategic Operational
Proactive Reactive
Tailored Practice Off-the-shelf
321 4 5
Future Now
3.2
3.1
2.0
1.7
2.5
2.1
Based on CIPD (2007)
© Martin Reddington 2009
Current/Future HR
Business-Driven Employee Driven
Specialist Generalist
321 4 5
Future Now
2.6
3.4
1.9
2.7
CIPD (2007)
© Martin Reddington 2009
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2
3
4
5
6
Top Six Potential Drivers of HR Change
Drivers of Change Importance
Business Strategy 99%
Views of Senior Management
99%
98%
96%
95%
95%
HR Strategy
Cost Pressures
Employee Needs
Cultural Values
Based on CIPD (2007)
© Martin Reddington 2009
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2
3
4
5
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Top Six General Challenges To Date
Challenges Response Rate
Defining New HR Roles 42%
Insufficient Resources
Dealing with Skill Gaps
Ineffective Technology
Resistance to Technology
Ineffective Process Change
40%
38%
35%
23%
17%
Based on CIPD (2007)
© Martin Reddington 2009
•1
•2
•3
Basic Administration (entry level)
BusinessPartnership
Consulting from reactiveto proactive
Transactions
Communicating effectively
Basic Administration (entry level)
BusinessPartnership
Consulting from reactive to proactive
Transactions
Increasing devolution of HR activity to Line Managers
Increasing Transformation of HR function
Adapted from Reddington et al, 2005
HR Value Pyramid
© Martin Reddington 2009
© Martin Reddington 2009
e-HR Outcomes
e-HR Architectures
e-HR Drivers (Goals)
HR Strategy and Policies
Modelling e-HR
(Based on Martin, Reddington & Alexander, 2008)
‘Absorptive Capacity’ of HR
HR Change Model
Organisation & Resources
of HR FunctionUser Acceptance
© Martin Reddington 2009
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 Negative
Intended
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
30-35% reduction in HR headcount
Intellectual property and data ownership transferred to outsourcing partner
Unintended
cannot get enough in the organisation - progress only constrained by HR
Greater sense of organizational innovativeness/progress modelled through adoption of sophisticated e-HR
Work overload Alienation of HR Role ambiguity Poor perception of
usefulness and benefits Poor communication
(Based on Martin, Reddington & Alexander, 2008)
© Martin Reddington 2009
“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 ‘read-write’ 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)
The Emergence of Web 2.0
© Martin Reddington 2009
Scenarios for web 2.0
Employee and other User Inputs
Web content in the form
of text, images, podcasts and videos
Opinions in the form of online rating or voting,
sharing useful web pages etc
Applications, such as widgets (e.g. Google
gadgets
Social Media Technologies
Widely available examples include:
Blogs Wikis
Media sharing sites:eg Flickr, You Tube
Social networking, eg Facebook, MySpace,
Virtual worlds, e.g. Second LifeRSS feeds
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
(Martin, Reddington & Kneafsey (2009)
© Martin Reddington 2009
PPMA Portal Demo
© Martin Reddington 2009
The Business of HR
Building acompellingemployer brand
The heart oforganisationaldevelopment
Creating highPerformance workenvironments
The Businessof HR
Designing neworganisationalarchitectures
Workforcemodelling
Using technology toadvance knowledgesharing & innovation
© Martin Reddington 2009
Business ScenariosMapping Process and Capabilities
© Martin Reddington 2009
Principles:
Simple
Automated
Standardised
Integrated
Level 1
Working Drafts
Who?
What?
Where?
When?
How?
Review and Refine
Level 2
Level 3
Configuration Blue Print
Process Mapping Framework
(Based on Reddington et al, 2005)
© Martin Reddington 2009
Process Mapping Framework
Process Blue Print
informs:
System Requirements
Training Material
Cost/benefit analysis
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
12345
HR Structure
HR Strategy
HR TechnologyHR People
HR Peformance
Series 1
© 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 TransformedTraditional Transitional Transformed
Hierarchical
Strong transactional role
Alignment of business based on seniority
More fluid structure
Shared services
Business goes to relevant person
Minimal hierarchy
Strong use of e-HR
Project based work, based on business partnership
© Martin Reddington 2009
People management tensions
What does increasing devolution of people
management responsibilities mean for line
managers?
© Martin Reddington 2009
Francis and Reddington (2010)
People management tensions
© Martin Reddington 2009
Can I justify breaking the
rules?
Can I justify breaking the
rules?
People management tensions
© Martin Reddington 2009 31
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)
Compliance vs Enterprise
““
© Martin Reddington 2009
Francis and Reddington (2010)
© Martin Reddington 2009
How am I expected to deliver more
business results with less
investment in my people?
How am I expected to deliver more
business results with less
investment in my people?
People management tensions
© Martin Reddington 2009
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)
““
HR service delivery