Previous Article Next Article Personnel Today Awards 2004On 30 Sep 2004 in Personnel Today HammondsAward for HR director of the yearThe awardThisaward is for an individual HR director who can demonstrate outstandingleadership. The judge is looking for the contribution the HR director has madeboth to their own team and to the organisation as awhole. Category judge: Beverley Shears, SouthWest TrainsSouthWest Trains is the largest and busiest commuter train operating company in the UK.Shears joined South West Trains five years ago and in that time she has put inplace a cohesive and coherent people strategy, delivering improved businessperformance and customer service in an extremely challenging environment.Shears is a board member and deputy managing director. In 2003, she won thePersonnel Today HR Director of the Year award, where South West Trains was upagainst some of the top companies in British Industry.Award sponsor: HammondsHammondsis one of the largest and most respected employment law teams in Europe.It has a strong presence in the key UKcommercial locations of London,Manchester,Leeds and Birmingham,complemented by a network of international offices including Brussels, Berlin, Madrid,Rome,Parisand Hong Kong, as well as a jointventure in Russia.The finalistsMike Taylor, HR director, HPNo.in team: 80No.in HR function: 80No.of employees HR is responsible for: 7,000About the organisationHPprovides a wide range of technology to consumers, businesses and institutions –including personal computers, IT infrastructures and printers. It employs morethan 140,000 people in 178 countries.The challengeTaylorwas appointed in June 2002 following the merger of HP and Compaq – thelargest-ever in the technology sector. This saw a huge cultural change thatneeded to be managed. The company is also committed to growth and managingcosts.What the hr director didAportal ‘@hp’ was developed to harmonise HR policiesand terms and conditions. This has evolved into a single point of contact,‘Contact HR’, for employees across the whole organisation. Taylorwas keen to use technology to achieve time and cost savings.Benefits and achievements–All the goals set out at the time of the merger were achieved ahead of schedule.–Better communication between staff and the HR department.–Greater efficiency within the HR team has allowed more time for strategicthinking.– HR now makes a significant contribution tothe success of the business. Cost cuts have had a direct effect on the bottomline.Beverley Shears says: “Mike hasdemonstrated real leadership during a time of major cultural change after themerger of HP and Compaq. Mike’s use of technology to ease transition was wellhandled. HRs contributionto the business is outstanding and clearly recognisedwithin HP.”Helen Giles, HR director, BroadwayNo.in team: 7No.in HR function: 7No.of employees HR is responsible for: 196About the organisation Broadwayis a homelessness charity operating across London.The challenge– To integrate the people management styles oftwo charities, Riverpointand Housing Services Agency, within two years.– Create a high-performance culture to supportthe clear objectives and goals of the organisation.– Build a well-respected and high-achieving HRteam that will add value to the business.What the HR director did–Employed a new HR manager and training and development manager.–Won organisational commitment to a range of practices, including annual 360 feedback on all staff, and a newtrainee scheme, which has eliminated the negative effects of a majorrecruitment crisis within the sector. Alsoimplemented a new diversity strategy.Benefits and achievements–Savings through reduction of staff sickness absence (2.2 per cent) and staffturnover rates (reduced to 20 per –Vacancy rates reduced from 15 per cent to 5 per cent.–Ten days of training per employee – twice the national average, but deliveredat almost half the average cost – identified by the Chartered Institute ofPersonnel and Development.Beverley Shears says: “Helen’s drive,commitment and passion shone through. She and her team have successfullyintroduced a business ethic into the charitable sector demonstrating real addedvalue and contributing to the success of Broadway. Her HR strategy is cogentand business-focused.”Angela O’Connor, HR director, CrownProsecution ServiceNo.in team: 50No.in HR function: 50No.of employees HR is responsible for: 7,500About the organisationTheCPS is the Government department responsible for prosecuting most criminaloffences. It deals with more than 1.5 million court cases annually and is thelargest legal services employer in the UK.The challengeTransformationfrom an outdated, reactive organisation with a pooremployment record into a representative, responsive, 24/7service What the HR director did–Completely rebranded all HRactivity.– Launched a new approach to recruitment.– Developed new training and development products,including a management development programme, a lawscholarship scheme and the organisation’s firste-learning programme.–Published an HR newsletter and a wide range of leaflets insimple language.Benefits and achievements– Won awards for recruitment advertisements.–Confidence in HR has grown.–Activities not linked to the core business have been scrapped.–More internal information is available online.–The new ways of working are more cost-effective.–The 2004 staff survey shows that 28 per cent more staff think that recruitment is fair, open andobjective.–Nineteen per cent more employees think they can progress their career at theCPS.Beverley Shears says: “Angela is a trueambassador for HR in the public sector. She has a clear vision, energy,determination and the ability to be very explicit about where she is going. Sheis clearly highly regarded by her team and the organisation.The rebranding of HRproducts and services within the CPS has had tangible results.”William Gibbon, HR director, Barclays AfricaNo.in team: 170No.in HR function: 170No.of employees HR is responsible for: 7,000About the organisationBarclaysAfrica, a division of the Barclays Group, is a financial services organisation based throughout Africa.In the past year it has delivered 27 per cent growth in operating profit andimproved cost efficiency by 50 per cent. The challenge– To develop a high-performance organisation, modernise theemployer brand, relocate the head office from Londonto Johannesburg,restructure senior management, introduce a graduate recruitment scheme,restructure the learning and development programme,and build relationships with the unions.What the hr director did–Developed a health and well-being programme designedto provide HIV/Aids education, confidential testing, medical advice andtreatment for employees and their families –Relocated the head office to both cut costs and allow the business to be muchcloser to its African customer base.–Redesigned reward strategy to support high performance.Benefits and achievements–Ensured that all HR strategy is aligned to business needs.–Moving the HQ from Londonto Africa saved money.– Recruitment of a diverse leadership team.–In 2003, Barclays Africa’s operating profits rose by 27 per cent to £113m.–Income per head increased by £10,000 while cost per head increased by only£3,000.Beverley Shears says: “William hasachieved a true HR partnership with the business, enabling real corporatesocial responsibility as well as demonstrable commercial success. He haschampioned diversity and has pioneered an inspirational HIV/Aids health andwell-being programme. He is an engaging leader whohas instilled high standards in his team under challenging circumstances.” Comments are closed. Related posts:No related photos.
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