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London HR Forum

London HR Forum. Leading HR in a Downturn Jane Saunders February 4 th 2009. For today…. A brief introduction Taking the lead – where should you focus Over to you… roundtable discussion Review and close. Orion Partners are the UK’s leading independent advisors in HR Transformation .

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London HR Forum

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  1. London HR Forum Leading HR in a Downturn Jane Saunders February 4th 2009

  2. For today…. • A brief introduction • Taking the lead – where should you focus • Over to you… roundtable discussion • Review and close

  3. Orion Partners are the UK’s leading independent advisors in HR Transformation • We help organisations succeed in their HR transformation efforts by enabling them to: • Clarify and define HR’s role relative to the line and business • Decide on the most suitable operating model for HR, including the option of shared services or outsourcing • Manage the resulting core HR service • Select and implement the right technology solutions • Make the transformation happen on the ground

  4. What do we do? We help HR functions create smarter, more streamlined, credible HR functions that are in synch with the business and support the competitive edge give a better service to the business and at reduced cost

  5. Our vision • An effective HR function needs to: • link directly into the business and operate to a clear vision • understand its contribution to the success of the business • deliver on that vision with rigour and discipline We call this ‘commercialising HR’

  6. Some of our clients……

  7. Doom..

  8. And gloom….

  9. HR to the rescue?

  10. “In challenging times, the more value HR can bring to your business, the more your business will value HR”

  11. How are you valued? Source :Saratoga –Key Trends in Human Capital Metrics 2008

  12. Setting the agenda • Worst of times can be best of times to create long term value • Understand where the value lies • Have the capability to act on your insights • Opportunity to challenge the status quo • Cut through complacency • Break with the past • Rumours cause distraction • Clear communication is key

  13. Keeping the Right Talent • Do I have the right people on my HR team, to focus on the new business priorities? • How can I increase effectiveness of HR processes? • Do we know who our critical talent is and how to keep them? • Do we know what our investment/initiative priorities are? • How do I keep the • survivors engaged? Where should you start? • New Priorities for Business Growth • Should we be developing different capabilities and behaviours? • How do ensure that my HR programme supports my overall business strategy? • After a Merger and Acquisition • What should our • new operating model be to build synergy across the HR function after we have merged? • Do I have sufficient in-house HR experience or resources to deal with people issues effectively? • How can we become more competitive? • How do I centralise our HR processes and embed best practice in HR? • Am I getting the maximum value for my HR spend? • Is now the time to consider outsourcing to improve cost effectiveness?

  14. Where should you focus? • Force hard choices • Embed cost disciplines • Seize new opportunities • Accelerate transformation

  15. Force hard choices • Prioritise what really matters • Draw the line between critical and ‘nice to have’ • Communicate priorities with clear rationale • Manage programmes as a ‘portfolio’ • Clearly articulate your investment goals • Review exiting portfolio to determine relationships – project outcomes, financial and organisational components • Process to manage gates for selection, prioritisation, kill/go-forth and financial alerts • Role model and train HR leaders to manage and communicate project, financial and resource risks to the business

  16. Embed cost disciplines • Ongoing maintenance is the key • Regular weeding vs scorched earth • What processes do we have to systematically indentify and eliminate waste? • How do we build these into the way we do business? Is bad!

  17. Seize new opportunities • Identify where investment in building capability will drive new opportunities • Cutting development spend may be short sighted • Investment in the right places could increase revenues • Focus on top talent • Reappraise talent definitions to ensure they still stack up • Revise your talent plan and ensure it is communicated • Scan the market • Make changes happen while you can

  18. Accelerate transformation • Transformational change takes time • Programmes can run out of steam • Downturn can be ideal opportunity to reinvigorate the change agenda • Key questions to ask • Which large scale change had we started? • What is still critical to our long-term success? • Where will we be if we don’t drive them through? • How can we harness the opportunity to accelerate?

  19. Take the lead • Be clear on your agenda and stick to it • Ensure HR is fighting fit • Don’t lose your sense of pride • Or your sense of humour!

  20. Over to you? • How are you addressing the downturn? • What are you top five tips for leading the way?

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