Royal Mail 10 years of HR Transformation - - 20131203 - hr shared... · 10 years of HR Transformation…

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