Opportunity in AdversityValerie Hughes-D’Aeth,

Group HR Director

Amey – touching the lives of 1 in 4 people in the UK everyday

90% of our clients are from the public sector

Amey’s workforce

14,000

20% Temp

20% Part-Time

450 job titles

600 locations

Aged 17 - 81

Average 44yrs

40% TUPE’d/ acquired

11 unions recognised

3% Graduates/apprentice

s

The adversity challenge for Amey

• Our clients (you) want “more for less” and demonstrable value for money

• The market we operate in is increasingly competitive• We need to improve service levels and drive down our costs to

pass savings to you• This means we need to innovate and drive efficiencies and

productivity enabled by technology

What have we been doing?

• 2010 Efficiency & Effectiveness Programme• An organisation that:

• Is leaner and more efficient• Balances benefits of standardisation (One Amey) with the

need for customisation• Has support functions with expertise and specialism to

provide excellent service• Raises accountability for performance and drives continuous

improvement through measurement and skilled managers • £20m p/a savings to reinvest in bidding, acquisitions and

technology and to pass on to our clients through lower pricing

Efficiency and Effectiveness programme workstreams

Optimising our organisation structure

• 5 to 4 divisions and new Executive team• 15 to 7 organisation layers• Career path framework – 4,000 to 450 job titles, 7 bands, 20

families: • 15% overhead roles removed• General manager roles with guideline revenue/people numbers• People manager roles defined span of control 1:4 to 1:10

Support Function Clarity

Group Division Account

Business Development/Bidding

Finance

Commercial

HR

Procurement

Legal

Business Improvement

Health and Safety

IT

External Communications

Skilled and motivated people managers

Clarity of role

Cascade monthly

2 two-day Academy sessions annually

HRBP round table

sessions

• Innovation challenge

• Commercial skills• Managing

performance – critical conversations

Raising the performance bar

• Not just what but how – 70% objectives / 30% behaviours• What:

• Objectives cascade each January

• How:• Behaviours linked to Amey values and bands• All appraisals and objectives captured on SAP – certainty of

completion and calibration• Performance improvement plans

Amey4 Divisions

80 Accounts & Support Functions

Operational Teams

Personal Objectives

Maximising employee engagement and productivity

• Right resource in the right place at the right time• Recruitment SLAs e.g. requisition to offer significantly reduced

• Manager bonus target linked to wellness, retention and satisfaction:• Rigorous wellness management – 97% target• Retention tracked – 93% target• Quarterly pulse surveys – 70% employee satisfaction target

Employee cost review

• Appropriate resource mix• Temporary labour outsourced

• Rate 18% 12%• £1 million p.a. saving

• Salary market compra ratios and pay for performance• Benefits flexed to support employee motivation• Terms and conditions harmonisation where possible• Overtime monitored• Pensions – 32 schemes

• DB closed to future accrual (£4 million p.a. saving)• GPPP scheme set up and auto-enrolment planning

HR Changes since 2010

• Cost of HR per employee reduced by 20%

• HR to employee ratio 1:62 to 1:87

What have we done in HR to deliver improvement?

• Reorganised to Ulrich model – service centre, specialists and operational HRBPs

• SDD and SLAs e.g.• 70% immediate• 85% 1 day• 100% 3 day

• Outsourced disciplinary/grievance support• MI dashboard for managers

What have we done in HR to deliver improvement?

• Data cleanse and Lean Sigma processes• Implemented SAP ESS and MSS• Online tools – scanned employee files, intranet and SharePoint

What have we done in HR to deliver improvement?

• OneHR Team supporting each other• HR Development Programme:

• Modules• Mentoring

• HR weekly update • 2 monthly all HR calls• 6 monthly all HR events

Whats does HR support look like for employees?

Need more helpOneHR Helpline: 01865 713101 or OneHR@amey.co.uk

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What does HR support look like for managers?

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Need more helpOneHR Helpline: 01865 713101 or OneHR@amey.co.uk

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Strategic HR Support eg bid, TUPE, L and D or OD contact HRBP/HRD

Engaging employees throughout

Clear consistent message

AmeyWorld

CEO briefings (2

monthly)

Management Academy (6 monthly)

Time to talk (monthly)

Cascade (monthly manager bulletin)

HUB (All staff

newspaper)

Focus groups

Q&As

Public sector vs. private sector – is it so different?

• Our HR aims are to support the business by:• Ensuring we have the right organisation structures in place and

that we have people with the right skills in the right place at the right time to deliver to our customers

• Maximising productivity by ensuring the working environment is highly engaging

• Providing simple and streamlined HR systems and processes that are efficient and effective

• Over 40% of our employees come from the public sector

A great HR opportunity to effect change

• Would your customers (managers) “buy” the HR services you provide or choose an outsourced HR model?

• Are all of your HR team commercially focused and networked externally to understand what best practice HR service can be?

• Do you have the “right” managers in place to support and communicate the changes needed?