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Royal Mail 10 years of HR Transformation - … - 20131203 - hr shared... · 10 years of HR...
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Transcript of Royal Mail 10 years of HR Transformation - … - 20131203 - hr shared... · 10 years of HR...
Royal Mail
10 years of HR
Transformation &
……Collaboration
Len Watson Head of Pay Services December 2013
What we will cover today…..
• Who we are?
• 4 stages of our journey & the key
principles
• Where next for HR shared services?
• Questions & Answers
RM Group
• New PLC
• 378 years old
• Global brand – UK’s most trusted
• 3 main operations – Letters / Parcels / Direct Mail
• £9.5 billion turnover
• UK’s largest single employer - 150,000
• Universal Service – 29 million addresses, every day
• 58 million letters & packets every day
• 120,000 collection points, 35,000 vehicles, 33 aircraft
routes
RM people
• 150k employees
• 125k are weekly paid
• 100-200 people per week are recruited (additional 20k at
Xmas)
• 200 employees leave each week
• 125k overtime payments per week
• 1300 grades, 4200 pay points and 3300 allowances
• 250k pensioners
• 20k calls to HR Service Centre per month (>90%
resolved on 1st call)
Royal Mail HRSS Scope
• Recruitment
• Payroll
• Advice Centre
• Appeals
• Pensions
• Training (latterly set up in separate unit)
• HR Management Information
• HR Systems Support
Our journey
The Way We Were – HR in 2003
• Service Delivered:
HR cost £170M
HR staff : employees – 1:65
Cost per FTE £850
Absence and attrition out of control
Policies too complex to implement
• Result:
= High cost, low impact HR service – poor levels of control - lots of
locations – 3300+ mainly transactional people
The Way We Are – HR in 2013 • Service Delivered:
HR Services cost £32M – other HR £30M
HR Services – 600 – plus HR 300 (HR Policy / Business Partners /
Learning)
HR staff : employees – 1:167
Cost per FTE £413
Absence and attrition under control
• Result:
= Low cost, high impact HR services – high levels of control - 2
major locations / 2 smaller locations
Timeline
• 2003 – new Group HR Director appointed –
“Ulrich”model adopted – HR Services created
• 2005 – stage 1 - initiation – simplify/standardise
• 2007 – stage 2 - growth – centralise
• 2009 – stage 3 - maturity - build a new system!
• 2012 – stage 4 – BAU - work in progress
• 2013 – RM PLC
Key Design Principles
• Have clear vision and objectives and stick to them
• Get key stakeholder buy-in and keep communicating
• Be brave – not stupid
• Standardised processes to maximise benefit
• Don’t leave ‘residuals’ outside shared services –
future terrorists
• But do retain local resource reporting to shared
services
• Line managers are future front line of HR, but not
immediately
4 Stages in detail…….
Ne
t Busi
ness
Bene
fit
P&OD Transformation Six Sigma introduced 5s ISO
New HR system built & implemented Leader CI Capability Service Improvement Review LEAN
VSM Aligned to Business Planning
Initiation
Maturity
Growth
Do improvement FOR the business
The way we work
Build capability AND capacity
Do improvement WITH the business
BAU Continuous Improvement seen as the way we work
2003 -2005 2005 - 2009 2009 - 2011 2011+
Initiation - Approach
• Agree on appropriate process improvement / change approach (Six Sigma)
• Ensure competence of people leading the change – HRSS new managers and project leads
• Introduction of 5s – the foundation of continuous improvement
• ISO accreditation achieved – wider recognition of process standards
• Start the process of improving line manager HR skills
• Advice Centre for manager / employee queries
• Reduction of 1350 FTE targeted and achieved
HR Services Journey - Growth
Ne
t Busi
ness
Bene
fit
P&OD Transformation Six Sigma introduced 5s ISO
LEAN VSMs Aligned to Business Planning
Initiation
Growth
Do improvement FOR the business
Do improvement WITH the business
2003 -2005 2005 - 2009
Growth - Approach
• Keep the vision and objectives clear
• Keep key stakeholders ‘in the picture’
• Introduction of simplified process improvement (Lean and VSMs)
• Widened professional training in continuous improvement techniques
• Aligned continuous improvement to business planning
• Improved project reporting and governance
• Local resource reduced as line manager professionalism increased
• Reduction of 250 FTE
HR Services Journey -Maturity
Ne
t Busi
ness
Bene
fit
P&OD Transformation Six Sigma introduced 5s ISO
Leader CI Capability Project launched Service Improvement Review launched
LEAN VSM Aligned to Business Planning
Initiation
Maturity
Growth
Do improvement FOR the business
Build capability AND capacity
Do improvement WITH the business
2003 -2005 2005 - 2009 2009 - 2011
Maturity - Approach
• Keep the vision and objectives clear
• Keep the key stakeholders ‘in the picture’
• Service Improvement Review methodology launched of which ISO
/ 5s are vital components
• Training for all leaders in continuous improvement skills
• Ownership for improvement moves from specialists to everyone
• Advice Centre moves to manager only queries (except Pensions)
• Only minimal local resource left – recruitment / learning/ conduct
appeals
Business As Usual…
Ne
t Busi
ness
Bene
fit
P&OD Transformation Six Sigma introduced 5s ISO
Leader CI Capability Project launched Service Improvement Review launched
LEAN VSM Aligned to Business Planning
Initiation
Maturity
Growth
Do improvement FOR the business
The way we work
Build capability AND capacity
Do improvement WITH the business
BAU Continuous Improvement seen as the way we work
2003 -2005 2005 - 2009 2009 - 2011 2011+
World Class HR
• Internal quality standards
• Internal quality measurement system
• Standardised improvement toolkit providing systematic approach
• Data driven process understanding and improvement identification
• Process excellence and maintenance
• External verification of approach
ISO Value
Stream Maps
SIR Focussed
Improvement
Where next for HR shared services?
• HR Shared Services has come of age – time to build towards value centric
• Technology enables us to grow again via an evolution
• Technology facilitates the delivery of our vision to make our services proactive
• Line managers have to be the first line of the HR service delivery model
• With HR systems – remember it’s always personal
• Systems governance is vital and needs to mirror both your HR OD model and ambition
• Proactive governance is vital – you need the voice of the customer
• Data and people are synonymous – you need a few rich reliable sources in one place
• Consolidate systems to deliver future service model resilience
• Stay focussed on the vision – and added value!
Summary
• HR shared services are here to stay
• HR systems sit at the heart of all systems architecture
• Technology enables HR shared services to operate differently and deliver a higher value added service
• Clean reliable employee data is crucial to having robust reliable trusted HR systems
• Proactive services are the future delivery model for HR with the front line manager being the first line of HR support
• Value added is the new measure of success
• We are proud of what we have achieved ….and collaboration is key to our future
• ….and we recognise we have not yet reached our destination!
Questions & Answers
Top tip for collaboration….
Never say BUT always say…..
AND…..