1. Fiona Nottingham Head of Group HR Systems
AXA case study
Fiona Nottingham
Head of Group HR Systems

2. AXA HR in 2007 – Our journey towards “Preferred Employer” and Ambition 2012

3. Introduction AXA is a global leader in financial protection
Major operations in Europe, North America and Asia/Pacific area
51.5 million customers throughout the world
120,000 employees worldwide (incl. Winterthur)
Operates in around 50 countries
Total assets under management €1,064 billion (approximately £725 billion)
€72 billion in worldwide consolidated revenues in 2006 (approximately £49 billion)

4. Introduction AXA UK Group plc is a core part of the global AXA Group
5th largest general insurance company
6th largest life assurance company
2nd largest healthcare insurance company
13,000 employees in the UK
AXA UK comprises:
AXA Insurance
AXA Life
AXA PPP Healthcare (OHS & Denplan)
AXA UK (Corporate Centre)
AXA Ireland
Winterthur*****

5. AXA’s global vision is to become ‘The preferred company’…
For our customers & clients
Quality of the relationship
Quality of the advice
Solution
Delivery
Strong
cultural
change
Strong
differentiation in
clients’ mindset
Be close &
qualified
For our employees
For our shareholders
Motivation
Career management
Empowerment
Recognition
Reward
Trust
Openness

6. AXA UK & Ireland vision statement
We deliver on our promises and ensure simplicity and transparency in everything that we do
Our customers and stakeholders regard our people as the ones who serve them best.
AXA brings out the best in every individual and team
We run our business as one team, with one mission and a unified sense of responsibility
We grow profitably to be top 3 in our chosen market (market segments TBD)
We are the trusted market leader, employing the best people to provide confidence, outstanding value and superior service to our customers*.
We protect our customers businesses, and people’s families and lifestyle
Our service sets us apart from the competition by delivering a reliable and consistent experience
We exist to serve our customers.
We understand their needs better than the market, so we can provide great propositions to consumers and help distributors grow their businesses
We offer outstanding value propositions
* Customers = Consumer and Distributor

7. To achieve our trust culture we will role model and enable the new mindsets…

8. The ‘best people’ strategic theme is driven & measured against 3 key levers…
Strong & dynamic leadership
People based organisation
Key outcomes
Greater employee engagement
Lower attrition & regrettable losses
Greater employee advocacy
Higher external attraction
OPTIMISE BUSINESS PERFORMANCE
Direction setting
Leading change
Role modeling behaviours
Recruitment
Development
Rewards & recognition
Retention
TRUST
Values
Mindsets
Behaviours
Excellent employment environment
Workplace – fixing the basics
Working practices
Corporate responsibility
Communications

9. HR services model – to be
CUSTOMER JOURNEY
HR SPECIALIST
ADVICE & GUIDANCE
HR SUPPORT
INTRANET
CONTACT CENTRE
CENTRES OF EXCELLENCE
PAYROLL
SYSTEMS / MI / SALT

10. HR services model - continued
SELF SERVE
TIER 1
TIER 2
TIER 3
CENTRE
OF EXCELLENCE 1%
CONTACT
CENTRE
28%
EXPERT
ADVICE 5%
INTRANET
66%
CUSTOMER
QUERY / CASE COMPLICATION

11. How did we make this happen?...
Review of HR delivery model
Complexity of HR structure and delivery model, e.g. standardisation and duplication
Scope of activity delivered by HR and centres of excellence
Suitability and scope of existing technology
Resourcing including staff numbers and capability
Costs of delivering the service
Complexity of processes and level of standardisation by business unit
Performance measures and suitability (qualitative and quantitative)

12. Our aims Advice and guidance to line managers via HR direct advisors
““ We aim to deliver transactional HR services to an exceptional standard”
Advice and guidance to line managers via HR direct advisors
Centralised admin processes – recruitment admin, eye tests, maternity case management, redundancy processing, reference requests, production of all employee contracts
Produce and analyse all HR MI for the business
Manage all FSA requirements for HR
Implement and co-ordinate compliance across HR
Ownership and management of HR/Payroll self service, both BAU and development
Payroll processing and queries
Manage performance and pay review processes
Management of all HR Systems (recognition shop, eRecruitment, group learning management systems, intranet, advice line)

13. HR payroll/admin systems - Source
An e-enabled Human Resources system for managers and employees across all operating companies
Key features
On-line system that holds information on all employees
Allows employees to input & update their personal details
Managers able to input/update their teams compensation details, monitor sickness/absences etc.
Enables managers to have consistent management information on their team
Fully worldwide web based system

14. Key benefits To the company:
Introduce a consistent group approach for processing
Reduce costs in licence and maintenance fees arising from economies of scale
Improved data integrity
HR able to focus on adding value to the business, increasing efficiency
To managers:
Increase efficiency, resolves duplication & saves time
Allows them to track and monitor changes
Greater “ownership” of employee
To employees:
Control of their own personal details
Able to update and manage their own personal details
Apply for a loan (season ticket or study leave) themselves
View their payslips

15. Challenges…! Communication and engagement Key stakeholders
Executive committee, HRDs, Business Partners, Unions, managers, employees
Focus Groups
Communication tools – intranet, weekly newsletters, briefing sessions,
Face-to-face training
eLearning

16. Summary
HR has a huge mandate and fantastic opportunity to drive the delivery of the AXA UK & Ireland Strategy… But we can only make this happen with a strong foundation platform which includes self service systems AND self service culture!