key note speaker - valerie hughes-d'aeth - opportunity in adversity - ppma seminar april 2012
TRANSCRIPT
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Opportunity in AdversityValerie Hughes-D’Aeth,
Group HR Director
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Amey – touching the lives of 1 in 4 people in the UK everyday
90% of our clients are from the public sector
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Amey’s workforce
14,000
20% Temp
20% Part-Time
450 job titles
600 locations
Aged 17 - 81
Average 44yrs
40% TUPE’d/ acquired
11 unions recognised
3% Graduates/apprentice
s
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The adversity challenge for Amey
• Our clients (you) want “more for less” and demonstrable value for money
• The market we operate in is increasingly competitive• We need to improve service levels and drive down our costs to
pass savings to you• This means we need to innovate and drive efficiencies and
productivity enabled by technology
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What have we been doing?
• 2010 Efficiency & Effectiveness Programme• An organisation that:
• Is leaner and more efficient• Balances benefits of standardisation (One Amey) with the
need for customisation• Has support functions with expertise and specialism to
provide excellent service• Raises accountability for performance and drives continuous
improvement through measurement and skilled managers • £20m p/a savings to reinvest in bidding, acquisitions and
technology and to pass on to our clients through lower pricing
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Efficiency and Effectiveness programme workstreams
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Optimising our organisation structure
• 5 to 4 divisions and new Executive team• 15 to 7 organisation layers• Career path framework – 4,000 to 450 job titles, 7 bands, 20
families: • 15% overhead roles removed• General manager roles with guideline revenue/people numbers• People manager roles defined span of control 1:4 to 1:10
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Support Function Clarity
Group Division Account
Business Development/Bidding
Finance
Commercial
HR
Procurement
Legal
Business Improvement
Health and Safety
IT
External Communications
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Skilled and motivated people managers
Clarity of role
Cascade monthly
2 two-day Academy sessions annually
HRBP round table
sessions
• Innovation challenge
• Commercial skills• Managing
performance – critical conversations
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Raising the performance bar
• Not just what but how – 70% objectives / 30% behaviours• What:
• Objectives cascade each January
• How:• Behaviours linked to Amey values and bands• All appraisals and objectives captured on SAP – certainty of
completion and calibration• Performance improvement plans
Amey4 Divisions
80 Accounts & Support Functions
Operational Teams
Personal Objectives
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Maximising employee engagement and productivity
• Right resource in the right place at the right time• Recruitment SLAs e.g. requisition to offer significantly reduced
• Manager bonus target linked to wellness, retention and satisfaction:• Rigorous wellness management – 97% target• Retention tracked – 93% target• Quarterly pulse surveys – 70% employee satisfaction target
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Employee cost review
• Appropriate resource mix• Temporary labour outsourced
• Rate 18% 12%• £1 million p.a. saving
• Salary market compra ratios and pay for performance• Benefits flexed to support employee motivation• Terms and conditions harmonisation where possible• Overtime monitored• Pensions – 32 schemes
• DB closed to future accrual (£4 million p.a. saving)• GPPP scheme set up and auto-enrolment planning
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HR Changes since 2010
• Cost of HR per employee reduced by 20%
• HR to employee ratio 1:62 to 1:87
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What have we done in HR to deliver improvement?
• Reorganised to Ulrich model – service centre, specialists and operational HRBPs
• SDD and SLAs e.g.• 70% immediate• 85% 1 day• 100% 3 day
• Outsourced disciplinary/grievance support• MI dashboard for managers
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What have we done in HR to deliver improvement?
• Data cleanse and Lean Sigma processes• Implemented SAP ESS and MSS• Online tools – scanned employee files, intranet and SharePoint
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What have we done in HR to deliver improvement?
• OneHR Team supporting each other• HR Development Programme:
• Modules• Mentoring
• HR weekly update • 2 monthly all HR calls• 6 monthly all HR events
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Whats does HR support look like for employees?
Need more helpOneHR Helpline: 01865 713101 or [email protected]
Need more help
Initiate process/
view data
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What does HR support look like for managers?
Need Temp Labour resource - call Randstad
Need more helpOneHR Helpline: 01865 713101 or [email protected]
Need more help
Initiate/ Approve/
View data/ Report
Strategic HR Support eg bid, TUPE, L and D or OD contact HRBP/HRD
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Engaging employees throughout
Clear consistent message
AmeyWorld
CEO briefings (2
monthly)
Management Academy (6 monthly)
Time to talk (monthly)
Cascade (monthly manager bulletin)
HUB (All staff
newspaper)
Focus groups
Q&As
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Public sector vs. private sector – is it so different?
• Our HR aims are to support the business by:• Ensuring we have the right organisation structures in place and
that we have people with the right skills in the right place at the right time to deliver to our customers
• Maximising productivity by ensuring the working environment is highly engaging
• Providing simple and streamlined HR systems and processes that are efficient and effective
• Over 40% of our employees come from the public sector
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A great HR opportunity to effect change
• Would your customers (managers) “buy” the HR services you provide or choose an outsourced HR model?
• Are all of your HR team commercially focused and networked externally to understand what best practice HR service can be?
• Do you have the “right” managers in place to support and communicate the changes needed?