1. Business Partnership Model Aligning HR Service with organisation strategy

2. Where are you now? Example A Borough seeking to improve Borough seeking to improve Looking inward to improve Looking inward to improve Example B Borough confident of its own performance Looking towards excellence Looking outward to the community

3. What are the borough priorities from the community strategy? Example A Improve services Improve services A range of community strategy objectives A range of community strategy objectives Example B Engage with the community

4. What are the departmental objectives that will deliver the priorities? Example A Performance improvements in key performance indicators Performance improvements in key performance indicators Improve service delivery of a poor performing borough Improve service delivery of a poor performing borough Example B Services better enabled to engage with the community and respond to community needs Adaptable excellent robust services with sufficient freedoms to act

5. What are the workforce implications ? Example A Full complement of staff Full complement of staff Increased formal procedures Increased formal procedures Increased training and development Increased training and development Reorganisations Reorganisations Cultural change to harden employers stance on performance Cultural change to harden employers stance on performance Example B Identify roles where greater freedom, creativity or flexibility is desirable Identify roles where regulatory stance is required

6. What are the desired characteristics of the workforce ? Example A Culture change away from poor performance Culture change away from poor performance Appropriately skilled informed and enabled managers Appropriately skilled informed and enabled managers Environment where procedures are enforced and actively monitored Environment where procedures are enforced and actively monitored Example B Generic job roles Culture that supports creativity within a risk management framework Removal of blame culture Increased flexibility Greater devolution of responsibility and accountability to lower levels

7. What functional aspects of HR are required? Example A Consistent casework advice Consistent casework advice Increase in management support for higher volumes of casework Increase in management support for higher volumes of casework Increase in management coaching Increase in management coaching Training and development moves towards broader organisational development functionality Training and development moves towards broader organisational development functionality Quicker recruitment Quicker recruitment Better management information Better management information Example B Support for generic job roles Outcome based performance appraisals (rather than output) Concentration on competencies Less rigid application of procedural rules Quick, cheap transactions Organisational development supporting creative managers

8. Who is best placed to deliver? Example A Single focus specialist groups Single focus specialist groups Centralised teams retaining local knowledge Centralised teams retaining local knowledge Management information specialists Management information specialists Example B Possibly centralised, more likely part-devolved Strategic partner Functional expert (specialised) Employee advocate HR Leader Line managers

9. What are the HR structure options? Example A Separate transactional and transformational teams Separate transactional and transformational teams Centralised Centralised Devolved only if consistency and volume challenges addressed Devolved only if consistency and volume challenges addressed Organisational development pulled together Organisational development pulled together Example B Business partnership model Devolved or hybrid Transactional work shared service or outsourced but separate

10. What HR competencies will we need to deliver objectives? Example A Coaching and developing Coaching and developing Legal and procedural Legal and procedural Impact/assertiveness to challenge poor management behaviours Impact/assertiveness to challenge poor management behaviours Casework specialists Casework specialists Mainly operational Mainly operational Example B Culture management Change management Coaching Strategic decision making

11. How will we measure success? Example A Casework analysis especially capability procedures Casework analysis especially capability procedures Development activity Development activity Staff survey on attitudes toward tackling poor performance Staff survey on attitudes toward tackling poor performance ET cases won ET cases won SLA metrics on operations SLA metrics on operations Example B Community/user surveys Departmental Performance indicators External evaluation eg Valuentis (tm)