In the last of our series of blogs looking at the concept of business management in the people function we’ll be focusing on analytics. If you missed our previous blogs we looked at the overall principle, including finance. We’ve also looked at strategy & planning, projects, risk and supplier management. This blog won’t be looking at why you should generate insight and data. Let’s face it, there has already been enough written on the why. Instead we will focus on the how. By that we mean what are your options for generating analytics.
In our penultimate blog looking at business management in the people function we’ll be taking a look at supplier (or vendor) management. If you missed the previous blogs we talked about the overall principle, including a look at finance. We’ve also looked at strategy & planning, projects and risk management and thanks for all your comments to date! Choosing a supplier or negotiating a contract will not be covered here, instead we’ll focus on what needs to be in place after the contract has been signed.
This is the fourth in a series of blogs looking at the concept of business management in the people function and this week we’ll be looking at managing risk. We will look at managing risks within the function, not the wider people risks. If you missed the first couple of blogs we talked about the overall principle, including a look at finance. We’ve also focused on strategy and planning as well as project delivery.
This is the third in a series of blogs looking at the concept of business management in the people function and this week we’ll be looking at project delivery. If you missed the first two blogs we talked about the overall principle, including a look at finance. Last week we focused on strategy and planning.
This is the second in a series of blogs looking at the concept of business management in the people function and this week we’ll be looking at strategy and planning. If you missed the first blog we talked about the overall principle, and had a look at finance within the people function.
Our founder & Director Ian has held two HR Chief Operating Officer (HR COO) roles in the past. In this blog he gives his views on a recent Gartner research article on the ‘5 Imperatives of the HR Model of the Future’. The article focused on the whole people function. Its premise was that the core elements of the Ulrich model are still required i.e. Shared Services / Centres of Excellence. It also highlighted a revised BP role (which moves into a Strategic Talent Partner). However, the key call out was the need for an COO role within the people function.
Some people will tell you that control is an illusion and, right now, it feels hard to argue with that. We are witnessing extraordinary times, in which unexpected, radical change seem to be a daily occurrence. But even in the most trying circumstances, there are things we can control. How we choose to use the time at our disposal is one of these.
As a board member for Association for Project Management (APM), I know just how familiar project professionals are with the concept of ‘expecting the unexpected.’ That mantra works when it comes to managing timelines, resources, budget, risk and all the other elements that contribute to a plan, but it isn’t projects that are being disrupted now; it’s lives. Many project professionals are finding their careers derailed through no fault of their own and this is, understandably, very hard to deal with; not only from a financial point of view but an emotional one too.
Do you have all the insight you need to appoint the right team to lead your People function transformation?
Any form of change can be disrupting to your team. Even the smallest change can cause concern and certainly wholesale transformation can impact both your people and potentially the service provided to managers and colleagues. Therefore, getting it right first time is critical. At InFocus HR we’ve gained experience within three global organisations. Covering both the private and charity/public sector. As a result we’ve supported a wide range of people transformation programmes.
We should all be familiar with the concept of plan, do, review. Yes? Certainly from our experience at InFocus HR, people teams are spending more time on planning. We’ve facilitated the delivery of our first people plan back in 2010 for the Asian businesses of a large global bank. At the time it wasn’t new for the bank but it was certainly new for the people team in the region, and of surprise to Business and Finance colleagues!
Since then we’ve facilitated, supported and delivered countless People plans and we know from various discussions with peers in other organisations that people leadership teams are planning more frequently. So that’s all good, right?
Is your organisation planning potential M&A (mergers & acquisition) activity as part of it’s strategic plan? Do you understand how you will combine any new leadership teams? Knowing skills, behaviour and experience is key, however understanding a persons impact and contribution will be critical for successful integration.
Bringing together any new leadership team can be problematic. Whether that’s the team leading the new organisation or teams within the business leading different functions its critical to get the team right. At InFocus HR we’ve gained global in mergers and acquisitions. As a result we’ve supported a wide range of discussions around appointing a new leadership team.