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Session E3 Connecting HR, Finance, Operations and
Business Leaders to Achieve Success
Buckinghamshire County Council
Gillian Quinton
Executive Director (Resources) Buckinghamshire County Council
Buckinghamshire County Council
• Agile and high impact HR
Challenges facing HR
Buckinghamshire County Council
What does your CEO expect of you?
• Corporate player • Active player • Collaboration • Driver for
transformation
Buckinghamshire County Council
Bursin’s 2018 HR Maturity Model
pioneering and personalised
cultivating and empowering
reactive and procedural
functional and fragmented
12%
43%
23%
22%
Burs
in
Level 3
Level 4
Level 2
Level 1
Buckinghamshire County Council
What can HR do to drive organisational effectiveness?
customer focus
business acumen simplicity
Buckinghamshire County Council
customer focus
Buckinghamshire County Council
business acumen
Buckinghamshire County Council
simplicity
Buckinghamshire County Council
Summary
• Lead the mind shift • Make use of evidence • Collaborate
“If HR isn’t focused on optimising the system as a whole, which function is?”
Buckinghamshire County Council
Questions
gquinton@buckscc.gov.uk
You can follow me on Twitter @gillquinton1
Graham Smith - Director of People
Andy Boulting – Assistant Chief Constable
Aim of the session …
‘To highlight a practical example of how HR can act as an organisational facilitator, enabling others to work together to achieve shared goals’
Our two organisations …
• 7,500 officer, staff and volunteers
• Combined budget of £396 million
• Covering an area of nearly 5,000 square miles
• Serving a population of 2.43 million people
• Entered a strategic alliance in 2015
• Announced a desire to explore merger in 2017
HR’s Key Role in the Alliance
• Highlighted lessons from other mergers • Demonstrated the importance of
people issues • Appointed a culture change specialist • Created a dedicated HR Change Team • Combined the two HR functions into a
single team to support the journey • Developed a clear joint people strategy
Working together …
…through Workforce Planning
The Challenge …
Everyone wants workforce planning to be an exact science…
… in reality it is as much art as it is science
The Mistake…
‘Believing HR is responsible for leading on all aspects of the process and fixing the content of the plan’
The Solution…
‘HR needs to act as a facilitator, clarifying roles so the Executive, Operational Experts and Finance Colleagues can come together as an effective team…’
Business Level
Force Strategic Assessment Medium Term Financial Strategy
Strategic Workforce
Supply Plan
National Supply Factors
Regional Supply Factors
Local Supply Factors
Review of Force
Performance
People Resourcing
& Development Group
• Convert Executive strategy into
operational reality • Monitor demand and adjust
workforce requirement where necessary.
• Ensure resources are maximised within given financial envelope in order to deliver against organisational priorities.
• Determine detailed staffing requirements in terms of numbers, skill sets, locations.
To include • Resourcing plan • Training plan • Retention plan • Succession plan
Strategic Prioritisation • Set organisational priorities • Agree financial envelope • Determine high level design • Commission business change
Our Workforce Planning Framework …
Executive Level
• Consider options for supply of resource mix against the stated demand profile
• Monitor progress of delivery against agreed plan.
• Agree & implement changes to the Strategic Workforce Supply Plan
Bringing the Whole Business Together …
‘The workforce plan never stands still. Working together, the relevant experts feed the process with the latest information every month’ ‘Everyone knows the part they play, enabling the organisation to make the best decision possible’
If you only remember one thing …
More Details
Graham Smith Email: Graham.smith@dorset.pnn.police.uk Telephone: 01305 223644
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