© Martin Reddington 2009 Self-Service Workshops Review Dr Martin Reddington, Author, Visiting Research Fellow, Roffey Park,

© Martin Reddington 2009

Self-Service Workshops Review

Dr Martin Reddington, Author, Visiting Research Fellow, Roffey Park,


Main Themes

Brief Overview of Workshops

Survey Findings

Some Reflections


HR Present through to HR Future

… How are we doing now?

… Where is HR seen to be going in the future?

Workshop - How are we doing?


Current/Future HR

Strategic Operational

Proactive Reactive

Tailored Practice Off-the-shelf

321 4 5

Future Now

3.2

3.1

2.0

1.7

2.5

2.1

Based on CIPD (2007)


Current/Future HR

Business-Driven Employee Driven

Specialist Generalist

321 4 5

Future Now

2.6

3.4

1.9

2.7

CIPD (2007)


1

2

3

4

5

6

Top Six Potential Drivers of HR Change

Drivers of Change Importance

Business Strategy 99%

Views of Senior Management

99%

98%

96%

95%

95%

HR Strategy

Cost Pressures

Employee Needs

Cultural Values



1

2

3

4

5

6

Top Six General Challenges To Date

Challenges Response 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%



•1

•2

•3

Basic Administration (entry level)

BusinessPartnership

Consulting from reactiveto proactive

Transactions

Communicating effectively

Basic Administration (entry level)

BusinessPartnership

Consulting from reactive to proactive

Transactions

Increasing devolution of HR activity to Line Managers

Increasing Transformation of HR function

Adapted from Reddington et al, 2005

HR Value Pyramid



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 FunctionUser Acceptance


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.


Types of e-HR Outcomes Positive Negative

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)


“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


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 LifeRSS feeds

HR Outputs

Resonating with the V-generation’s

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)


PPMA Portal Demo


The Business of HR

Building acompellingemployer brand

The heart oforganisationaldevelopment

Creating highPerformance workenvironments

The Businessof HR

Designing neworganisationalarchitectures

Workforcemodelling

Using technology toadvance knowledgesharing & innovation


Business ScenariosMapping Process and Capabilities


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)


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)


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


Survey Findings


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


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


Survey – Individual Responses


Survey – Aggregate

12345

HR Structure

HR Strategy

HR TechnologyHR People

HR Peformance

Series 1


Reflections


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”


HR Functional evolution

Traditional Transitional TransformedTraditional Transitional Transformed

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


People management tensions

What does increasing devolution of people

management responsibilities mean for line

managers?


Francis and Reddington (2010)



Can I justify breaking the

rules?

Can I justify breaking the

rules?


© 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

““


Francis and Reddington (2010)


How am I expected to deliver more

business results with less

investment in my people?

How am I expected to deliver more

business results with less

investment in my people?



It’s done over the phone, it’s done on a computer, it’s done like a question and answer session and it doesn’t begin to put the human element into consideration. I think that’s just going to lead to more conflict, you know, and I don’t think it’s necessarily going to get the best out of people [Senior HR Manager].

Francis and Keegan (2007)

““

HR service delivery


Thank you

[email protected]

Documents

© Martin Reddington 2009 Self-Service Workshops Review Dr Martin Reddington, Author, Visiting Research Fellow, Roffey Park,