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© Martin Reddington 2009 Self-Service Workshops Review Dr Martin Reddington, Author, Visiting Research Fellow, Roffey Park,
© Martin Reddington 2009 Main Themes Brief Overview of Workshops Survey Findings Some Reflections
© Martin Reddington 2009 HR Present through toHR Future … How are we doing now? … Where is HR seen to be going in the future? Workshop - How are we doing?
© Martin Reddington 2009 Current/Future HR StrategicOperational ProactiveReactive Tailored PracticeOff-the-shelf 32145 FutureNow 3.2 3.1 2.0 1.7 2.5 2.1 Based on CIPD (2007)
© Martin Reddington 2009 Current/Future HR Business- Driven Employee Driven SpecialistGeneralist 32145 FutureNow 2.6 3.4 1.9 2.7 CIPD (2007)
© Martin Reddington 2009 1 2 3 4 5 6 Top Six Potential Drivers of HR Change Drivers of ChangeImportance Business Strategy 99% Views of Senior Management 99% 98% 96% 95% HR Strategy Cost Pressures Employee Needs Cultural Values Based on CIPD (2007)
© Martin Reddington 2009 1 2 3 4 5 6 Top Six General Challenges To Date ChallengesResponse Rate Defining New HR Roles 42% Insufficient Resources Dealing with Skill Gaps Ineffective Technology Resistance to Technology Ineffective Process Change 40% 38% 35% 23% 17% Based on CIPD (2007)
© Martin Reddington 2009 1 2 3 Basic Administration (entry level) Business Partnership Consulting from reactive to proactive Transactions HR Value Pyramid © Martin Reddington 2009
e-HR Outcomes e-HR Architectures e-HR Drivers (Goals) HR Strategy and Policies Modelling e-HR (Based on Martin, Reddington & Alexander, 2008) Absorptive Capacity of HR HR Change Model Organisation & Resources of HR Function User Acceptance
© Martin Reddington 2009 Deciding on Technical Architecture Option 1 - HR core system with integral modules that can be switched on and configured to create a single HRIS Option 2 - HR core system with modules bought, configured and hosted separately (still on internal networks) and connected back to the core system Option 3 - HR core system with modules hosted and managed externally and connected back over the web to a core system – also known as Application Service Provision (ASP) Option 4 - Outsource of all systems including the core HRIS Note: It is possible to have a combination of options 2 and 3 where some modules are outsourced and others are hosted internally.
© Martin Reddington 2009 Types of e-HR Outcomes PositiveNegative Intended 43 % reduction in average transaction costs 62% reduction in the length of time taken to deal with queries 50% reduction in enquiries directly to HR and service centres 30-35% reduction in HR headcount Intellectual property and data ownership transferred to outsourcing partner Unintended cannot get enough in the organisation - progress only constrained by HR Greater sense of organizational innovativeness/progress modelled through adoption of sophisticated e-HR Work overload Alienation of HR Role ambiguity Poor perception of usefulness and benefits Poor communication (Based on Martin, Reddington & Alexander, 2008)
© Martin Reddington 2009 Web 2.0 is different from the earlier Web 1.0, which focussed on the one-way generation and publication of online content. Web 2.0 is a read- write Web providing a democratic architecture for participation, encouraging people to share ideas, promoting discussion and fostering a greater sense of community. Martin, Reddington & Kneafsey (2009) The Emergence of Web 2.0
© Martin Reddington 2009 Scenarios for web 2.0 Employee and other User Inputs Web content in the form of text, images, podcasts and videos Opinions in the form of online rating or voting, sharing useful web pages etc Applications, such as widgets (e.g. Google gadgets Social Media Technologies Widely available examples include: Blogs Wikis Media sharing sites: eg Flickr, You Tube Social networking, eg Facebook, MySpace, Linkedin Virtual worlds, e.g. Second Life RSS feeds HR Outputs Resonating with the V-generations preferred forms of communication and learning More effective listening to employees by giving the new ways of expressing authentic voice More effective talking to employees (Martin, Reddington & Kneafsey (2009)
© Martin Reddington 2009 PPMA Portal Demo
© Martin Reddington 2009 The Business of HR Building a compelling employer brand The heart of organisational development Creating high Performance work environments The Business of HR Designing new organisational architectures Workforce modelling Using technology to advance knowledge sharing & innovation
© Martin Reddington 2009 Business Scenarios Mapping Process and Capabilities
© Martin Reddington 2009 Principles: Simple Automated Standardised Integrated Level 1 Working Drafts Who? What? Where? When? How? Review and Refine Level 2 Level 3 Configuration Blue Print Process Mapping Framework (Based on Reddington et al, 2005)
© Martin Reddington 2009 Process Mapping Framework Process Blue Print informs: System Requirements Training Material Cost/benefit analysis Change Plan Organisational Design Role Design (Based on Reddington et al, 2005)
© Martin Reddington 2009 Process Example – Sickness Absence Benefits Improvements in data accuracy and credibility Better managed as issues more visible Stop duplication of local systems + mismatch in data Easer management intervention on sickness classes Challenges Managers engagement Trainings needs (skill gaps) Management wishing to cover-up issues State of IT infrastructure, employee access
© Martin Reddington 2009 Survey Findings
© Martin Reddington 2009 Example Survey Statements HR Structure and Roles The wider organisation has a clear vision for the roles it wants HR to perform There is a clear, agreed structure for HR which supports the vision HR Roles are clearly defined and understood within the HR team HR Strategy, Policies & Processes HR processes have been designed to be as streamlined and cost efficient as possible HR processes have clear end-to-end connectivity The value (not just cost) of delivering HR processes is clearly understood HR Information Systems & Technology There is a high level of usage of e-HR through the business Managers and staff find e-HR to be extremely useful to them HR systems are integrated with non-HR systems
© Martin Reddington 2009 Example Survey Statements HR People & Culture HR enjoys an excellent profile within the business The HR function operates as one team HR is seen as largely proactive, supporting the business in achieving business goals rather than mostly reactive, dealing with issues as they arise HR Performance HR is able to articulate its value proposition to the wider organisation The performance of the HR function is on an upward path HR costs are optimised without compromising quality
© Martin Reddington 2009 Survey – Individual Responses
© Martin Reddington 2009 Survey – Aggregate
© Martin Reddington 2009 Reflections
© Martin Reddington 2009 Example Feedback Statements useful overview of current and future trends Stimulated critical thinking on the project Gave me a broader understanding of some of the issues other organisations are facing and how to deal with these Given me a good grounding in identifying areas that need to be considered
© Martin Reddington 2009 HR Functional evolution TraditionalTransitionalTransformed TraditionalTransitionalTransformed Hierarchical Strong transactional role Alignment of business based on seniority More fluid structure Shared services Business goes to relevant person Minimal hierarchy Strong use of e-HR Project based work, based on business partnership
© Martin Reddington 2009 People management tensions What does increasing devolution of people management responsibilities mean for line managers?
© Martin Reddington 2009 Francis and Reddington (2010) People management tensions
© Martin Reddington 2009 Can I justify breaking the rules? People management tensions
© Martin Reddington 2009 31 Compliance is not optional. It is essential to company-wide policy and best practice. Consistent failure in compliance will result in dismissal. Managers are now being trained to engender team spirit, encourage team members to give their very best. This means going the extra mile, continuously improving performance and daring to take the initiative. The company encourages them to question accepted routines Francis (2006) Compliance vs Enterprise
© Martin Reddington 2009 Francis and Reddington (2010)
© Martin Reddington 2009 How am I expected to deliver more business results with less investment in my people? People management tensions
© Martin Reddington 2009 Its done over the phone, its done on a computer, its done like a question and answer session and it doesnt begin to put the human element into consideration. I think thats just going to lead to more conflict, you know, and I dont think its necessarily going to get the best out of people [Senior HR Manager]. Francis and Keegan (2007) HR service delivery
© Martin Reddington 2009 Thank you email@example.com
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