Human Resources Human Resources –– how how

do you add value and do you add value and

influence change?influence change?

David Blackburn David Blackburn –– Group Director of Business SupportGroup Director of Business Support

HR – how are we doing?

In 2008 20% of delegates at the Price

Waterhouse Coopers International HR

Conference predicted that the HR functionwould not exist by 2020. In 2011 a survey conducted by consultants Mercer of 500 HR

Directors across Europe, Middle East and

Asia found that only 15% of HR activities

related to “pure strategic interventions”.

HR – how are we doing?

According to Brad McCaw, co-author of the

report, Human Resource's failure to be

fully embedded as a strategic partnermight be due to shortfalls in skills and

management ability which damage HR's

reputation within organisations.

Where did we start from?� Out-sourced HR function from 2001 to 2006

� IIP Recognised since 1999 – failed assessment in December 2006

� No HR or L&D Strategy

� Little or no evaluation

� No employee survey since 2005

� Static business performance

� Disappointing Audit Commission Inspection 2006

� Poor internal communication tools

• CHANGE – Design, Influence, Manage

• ENGAGEMENT – Mission, Values,

Vision

• PARTNERSHIP – Align, Deliver, Support

• PERFORMANCE – Evaluate,

Learn, Systems

So how do we build our reputation?

In poor performing organisations…

• There is a focus on a narrow range of output metrics

• Culture and performance dominated by bureaucratic process and internal structure rather than customer satisfaction or end product

• Leadership is focussed more on ‘what the numbers say’rather than how top managers behave and interact

• There are more formal, structured internal interactions which are more ‘set-piece’ in format – lots of meetings!

• Lower trust cultures – ‘command & control’, low engagement (high absence, poor retention)

In high performing organisations…

�Form follows function – structure enables performance, but doesn’t drive it

�Processes are simple & informality is more common – managers ‘clear the decks’ for employees

� Information is openly shared between peers and networks of managers – employee involvement

�Leadership and management is visible and accessible – employees treated like adults

�There is a ‘restless energy’ & nervousness about the status quo

• Give time to people issues

• Attend to people: get right people - set behavioural goals

• Emphasise team

• Find champions for culture change

• Think about your own role: be honestabout your organisation

• Support those who challenge

CHANGE

Employee

EngagementCash

Flow

Improved Performance

ENGAGEMENT

Customer

Satisfaction

Manager

Engagement

Our Mission

Our Values

Our Vision

Our Plan

ENGAGEMENT

� Launched Group Values

� Re-launched our Mission & Vision

� Launched Competency Framework� Launched Performance Management Tools

� Established L&D Partners� Identified key focus areas: Customer Care,

Leadership & Management Development

� Started with the Senior Management Team – what did they think the issues were – with the business and themselves!

� Enabling Outstanding Leadership� Best Companies Employee Survey

� Investors in People

What did we do?

Delivering

�Delivering

our promises

through excellent

performance

Distinctive

�Being distinctive for

what we do and how

we do it

Diverse

�Being

diverse by providing a range of services

that reflect individual needs.

Our Vision

�We will be recognised as the best in London for our homes and services.

• SUPPORT – Line

Managers

• ALIGN - HR activities with

the business

• DELIVER – Efficient

Services

PARTNERSHIP

PERFORMANCE

• EVALUATE – Performance

Data

• LEARN – Training &

Development

• SYSTEMS – Forms, Policies,

Process, Procedure

PERFORMANCE

The Results – did it work?

• Returned to full Investors in People recognition in December 2007

• Achieved IIP Silver in 2010 – top 2% of IIP Organisations – going for gold in 2011

• In 2009 we took part in the Best Companies to Work for survey and were recognised as ‘Ones to Watch’

• In 2010 we have achieved one star accreditation - a 23% increase in employee satisfaction across eight factors – retained in 2011

The Results – did it work?

• Our STATUS survey of residents was conducted from March to May 2009 - 70.2% are satisfied with the service offered by us a landlord, an improvement from 64% in 2006

• Satisfaction is even higher among sheltered (88%) and supported tenants (82%).

• 66.8% are satisfied with our repairs and maintenance service, a 10% increase on three years ago.

• Our annual resident survey shows resident satisfaction at 80% in December 2010 up from 70.2% in 2009.

The Results – did it work?

• Our Employer Branding & Recruitment Strategy was short-listed for the Chartered Institute of Marketing Excellence Awards 2010 - we are the first Housing Association ever to be nominated in these national awards.

• Recognised as a Highly Commended IIP Organisation in March 2010

• Winner of London Regional National Training Awards in 2010

• Winner of HR Team of the Year in Housing Heroes Awards 2010

Questions?

Thank - You