HR Transformation Network partners

HRTN TV Headlines


An Introduction to HR in the Gulf Region by Tim Seabourne

In this exclusive video for the HRTN, Tim Seabourne looks at Human Resources within the Gulf region.

Tim uses his own personal experiences in working in the region to develop his answers and looks at some of the comparisons with the UK HR industry.

In this video, Tim evaluates some of the challenges that HR faces in the Gulf region, how it is perceived by other parts of the business, as well as looking at how developed both the Talent Management and L&D functions are.

Tim Seabourne has international experience gained across a range of business sectors in Europe, US and the Middle East; he has operated at a senior level for over thirty years and is recognised as a highly effective HR consultant and management trainer.

Tim’s career started in retail management before he moved into management consultancy, specialising in Learning & Development. After heading up the European L&D function at a leading Japanese automotive manufacturer, Tim continued his international career in Amsterdam with a US based cable media company. Having established the L&D operation, he was asked to lead the HR function supporting a complex international employee base, helping to grow the business into the world’s leading international cable operator.

In 2014 Tim moved to Abu Dhabi to advise the Human Capital team at one of the UAE’s leading investment and development companies, and then set up his own consultancy business helping a major Saudi finance group tackle issues around employee engagement.

Tim’s achievements were recognized by the CIPD, who awarded him Chartered Fellowship in 2013.


Talent Acquisition Technology (The Importance, The Evolution & The Issues) - Barry Flack

In this exclusive video for the HRTN, Barry Flack looks at Talent Acquisition Technology (TAT).
He looks at the importance of technology in recruitment, how technology has evolved within recruitment and some of the issues with TAT.

Barry Flack is a distinguished global expert in HR and recruitment currently working with a range of organisations and HR Tech vendors in adapting to the changing nature of work.

He brings a 25 year track record in a diverse range of organisations including a hyper growth start-up, high tech, telecoms, utilities, financial services and most recently in a fashion retail organisation launching in the USA. Outspoken and compelling in his writing, he blogs at and various HR publications, speaks regularly at conferences and is referenced as a thought leader on Talent Acquisition and People matters. Recently appointed faculty lecturer on a prestigious global digital recruitment programme in Madrid.


The Current Challenges Facing HR by Jeff Wellstead (Part2)

The Current Challenges Facing HR by Jeff Wellstead (Part2)

Jeff Wellstead (Partner of Strategy & Leadership – Digital People at Digital Works Consulting)

'The Challenges Facing HR and How They Must Morph Radically in a Rapidly Evolving Digital Dynamic'

In Part 2 of Jeff's exclusive video for the HRTN, he looks at the tools the HR team of the future will have at their disposal and the outcome of using these HR analytics tools.

Part 1 is available here:

Jeff is a global expert in all aspects of talent, management, leadership and process life cycle phases. He brings a 25 year proven track record as a talent and innovation accelerator for both mature businesses including Merrill Lynch, Goldman Sachs, Morgan Stanley, Accenture, EDS, PeopleSoft and Kantar IT Partnership and most recently several SME tech companies in the emerging, fast growth high-tech sector.

Jeff has spent the last 11 years in the UK with globally expanding and rapidly maturing tech companies such as MessageLabs, SpinVox, Skype, Dialog Semiconductor and MetaPack Ltd.


VIP HRIS Senior Leaders Event

VIP HRIS Senior Leaders Event
12th May 2016
6.30pm - 8.30pm
The Hoxton Hotel, London. WC1V 7BD

Attendance is by invite only due to the VIP nature of this event.

Tim Ringo & Michael Baker are the guest speakers at this HR Transformation Network HRIS exclusive event.

Tim Ringo Bio
Tim is Vice President in SAP's Cloud HR Line of Business, focusing on HCM, Learning and Social technologies in EMEA.
His primary experience and passion is in HR Transformation: helping organisations create workforce performance through effective human resources strategy, operations, processes and technologies.
Tim is an author and popular conference speaker where he was most recently co-author of the Harvard Business Review book on HR analytics, Calculating Success - published January 2012.

Michael Baker Bio
Michael Baker Picture
A Global HCM Road Warrior – A HR, Payroll and technology expert, Solution Architect, Programme Delivery, and HR transformation, with a strong belief in technology enabled change having utilized Oracle, SAP, Peoplesoft, SuccessFactors, Workday, Ceridian, Aon Hewitt, Fusion, Taleo, and Neocase to deliver Global HCM transformation.


The Current Challenges Facing HR by Jeff Wellstead (Part1)

Jeff Wellstead (Partner of Strategy & Leadership – Digital People at Digital Works Consulting)

'The Challenges Facing HR and How They Must Morph Radically in a Rapidly Evolving Digital Dynamic'

In Part 1 of Jeff's exclusive video for the HRTN, he looks at the significant changes that could affect HR from Industry 4.0 and briefly introduces what the HR 'Team of the Future' will look like.

Jeff is a global expert in all aspects of talent, management, leadership and process life cycle phases. He brings a 25 year proven track record as a talent and innovation accelerator for both mature businesses including Merrill Lynch, Goldman Sachs, Morgan Stanley, Accenture, EDS, PeopleSoft and Kantar IT Partnership and most recently several SME tech companies in the emerging, fast growth high-tech sector.

Jeff has spent the last 11 years in the UK with globally expanding and rapidly maturing tech companies such as MessageLabs, SpinVox, Skype, Dialog Semiconductor and MetaPack Ltd.

Keep an eye out for Part 2 of Jeff's exclusive video next week where he looks at the tools the HR team of the future will have at their disposal and the outcome of using these HR analytics tools.


The Value of Values by Andrew Fox

Teaser Series

Group Head of Learning and Talent Development at HSBC

About Andrew
Andrew Fox Picture
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.

This article about 'The Value of Values?' is Andrew's third post in his HRTN series, please read his other posts about 'The Problem with Women...Diversity in the Workplace' and 'Thinking about Abandoning Performance Management':

The Value of Values

“Do they make a difference to the bottom line?”

What is the purpose of values and can they make a difference to performance?

The world of work is rapidly becoming more complex. Technology, globalisation and regulation are driving exponential increases in complexity.

Recent history seems littered with an escalating number of corporate scandals from, Nick Leeson and Barings Bank, Arthur Anderson and Enron, Lance Armstrong and doping, Martha Stewart and charges of fraud and obstructing justice, banks in the US and UK over the LIBOR and FOREX scandals, UK Banks and PPI and even the Vatican bank didn’t escape scandal with Paulo Cipriani and his deputy stepping down over allegations of fraud and corruption and more recently Volkswagen and the falsification of emissions.

These scandals have literally cost billions of dollars in fines and redress, as well as untold amounts of reputational damage.
(See below for only a few examples)

Not all businesses/business people are bad, but clearly something is wrong. And whichever way you account for the scandals, they have cost billions of dollars globally.

Maybe Roger Steare ( ) is correct when he says “Life is like a jigsaw puzzle. When you come to work, the pieces of your conscience all get jumbled up. We have to be reminded what the picture on the box looks like”.

In order to cope with increasing complexity and protect against risk, we have tried to regulate and put rules in place, for every eventuality. And although rules no doubt have their place, people everywhere are realising they are not enough. Values and culture have again assumed center stage in many boardrooms and at many regulators. In fact we need to be careful it doesn’t become fashionable rhetoric with no action. The cost of the scandals suggests that no amount invested in changing an organisations culture is likely to be too much but embedding real change is proving very complex and challenging. For many completely illusive.

Whilst HR do not and should not “own” culture and values they clearly have a valuable role to play in helping the organisation define its desired values and culture and then ensuring they are properly embedded.

Organisations have to help their employees reconnect with their personal values, helping them understand that if its not OK in your personal life its probably not OK in your organisational life. And although somewhat subjective, people need to be held accountable for sound judgment.
In About Money Susan M. Heathfield says you need to Plan the Desired Organizational Culture. The organisation must plan where it wants to go before trying to make any changes in the organisational culture. With a clear picture of where the organisation is currently, the organisation can plan where it wants to be next.

The organisation needs to develop a picture of its desired future. What does the organisation want to create for the future? Mission, vision, and values should be examined for both the strategic and the value based components of the organisation.

There are an abundance of models and theories about how to change culture and or embed values and reviewing them all is well outside the scope of this article. They all emphasise the complexity of such a challenge and talk about an holistic approach to change.

Other common threads to the models include;

• An integrated holistic change approach (an organisation is a complex system)
• Processes to challenge undesired behaviours and recognise those that promote the desired state
• Alignment of everything including policies , structures , processes and control systems
• Conscious effort to reach a predefined end state
• Robust measurements to support the change process
• Relentless pursuit of the change

(January 20, 2012 )

Culture Change
(Image Source: )

In essence the issue of culture and values is a Board and Senior Management efficacy issue. Challenge combined with competency in an environment where open honest dialogue is the norm will lead to better decisions which will protect the organisations and as shown save billions of dollars. Whilst diversity and inclusion will facilitate open dialogue and challenge there is no easy antidote against poor judgment and decision making, and inadvertently landing up with an environment where challenge is not valued.

In summary:
Ensure that you can actually account for the investment being made in culture change because if it isn’t seen as an investment it may be difficult to get real traction.

• Values in the annual report and on free mouse pads does not create culture change nor ensure that values are “brought to life” in any organisation. Really embedding values changes the culture and changing the culture changes the way people behave.
• Ensure that the values and culture you aspire to create are properly articulated through an inclusive process.
• All systems (hiring, promotion, reward etc need to be aligned).
• Diversity at senior management level where decisions are made will help mitigate the risk of future scandals because we know that diverse teams make better decisions
• Values and Culture act as an organisational glue, binding people together, driving engagement and execution.
Therefore, in the end, values may be the single biggest influence on bottom line performance into the future

Appendix – Some random examples of corporate scandals.
(there really are too many to choose from)


The Enron scandal, revealed in October 2001, eventually led to the bankruptcy of the Enron Corporation, an American energy company based in Houston, Texas, and the de facto dissolution of Arthur Andersen, which was one of the five largest audit and accountancy partnerships in the world. In addition to being the largest bankruptcy reorganisation in American history at that time, Enron was cited as the biggest audit failure. Enron shareholders filed a $40 billion lawsuit after the company's stock price, which achieved a high of US$90.75 per share in mid-2000, plummeted to less than $1 by the end of November 2001. ( )

PPI and UK Banks

A total of £390.4m was paid in May 2015 to customers who complained about the way they were sold PPI. This takes the amount paid out since January 2011 to £20.0bn.

Petrobras counts cost of corruption scandal as 2014 losses exceed $7bn

The results are the first step for the Brazilian oil firm to try to regain investor confidence after the country’s largest bribery scheme was uncovered. Brazil’s state-run oil company, Petrobras, has said it lost billions of dollars because of executives taking bribes for awarding inflated contracts to suppliers.
( )

IT firms lose billions after NSA scandal exposed by whistleblower Edward Snowden
Edward Snowden and whistleblowing

The National Security Agency scandal exposed by whistleblower Edward Snowden has cost American technology companies billions of dollars in lost revenue as governments and companies in its important export markets of Asia refuse to entrust the handling of sensitive data to US companies. An analysis of financial filings from technology giants IBM and Cisco by The Independent on Sunday reveals the two businesses have seen sales slump by more than $1.7bn (£1.03bn) year-on-year in the important Asia-Pacific region since Mr Snowden revealed in June that US companies had been compromised by the NSA's intelligence-gathering in the clandestine Prism programme.
( )

The FOREX Scandal
Billions of Dollars paid in fines and redress.

The trading of foreign currencies promised substantial revenues and relatively low risk. It was the kind of activity that banks were supposed to expand after the 2008 financial crisis.
But like so many other seemingly good ideas on Wall Street, the foreign exchange business was vulnerable to manipulation, so much so that traders created online chat rooms called “the cartel” and “the mafia.”
No one government agency is responsible for policing the currency market, leaving it up to committees, some run by the banks themselves, to set guidelines. And even when federal authorities adopted rules to rein in Wall Street a few years ago, they exempted certain foreign exchange transactions, a little-noticed concession to banks.
Now, the regulatory void has spawned another round of criminal accusations and multibillion-dollar penalties — enough to wipe out nearly all the revenue that major investment banks generated from their foreign exchange businesses last year.
(New York Times)

Counting the cost of the BP disaster
Deepwater Horizon disaster is still being counted

A year after the explosion on the Deepwater Horizon the cost of the human and environmental disaster is still being counted. For BP, the company at the heart of the disaster, the effects have had a deep and widespread impact. BP's accounts for 2010 put aside $41bn to pay for the spill, two and a half times more than BP's entire profit in 2009.
( )

Vioxx Scandal

Leaving even larger public relations damage in its wake, in 2004, Big Pharma company, Merck, announced a recall of the popular anti-pain medication, Vioxx. The FDA found that Vioxx put patients at a significantly greater risk for heart attack and stroke. Later reviews found that as many as 55,000 deaths might have occurred because of Vioxx.
Fines later cost Merck more than $900 million. An additional $4.85-billion judgment followed in 2007 because of a class action lawsuit. Nonetheless, this was no more than a short-term hit to the company, which has since recovered. In 2011, Merck reported gross revenues of $31 billion.
( )

CT Partners – Global Head Hunters
Wall Street headhunter CTPartners has gone from predator to prey in just six short months.

The New York City-based executive search firm — once the seventh-largest in the US and one of the few publicly traded — is expected to file for bankruptcy on Tuesday after it was rocked by allegations of rampant sexual discrimination ( ). Barring a white knight, CTPartners will close its doors and be sold off in pieces to its nearest rival.
Few could have predicted CTPartners’ swift collapse in December, when its stock was trading near a record high of $24. Led by then-Chief Executive Brian Sullivan, the firm was in expansion mode and buying competitors overseas.

Business was growing with banks and other companies hiring again after the downturn.
“The asset just started to deteriorate at a quicker pace than anyone could have imagined,” said David Hoffmann, chairman of DHR International, which is buying some of CTPartners’ assets.
The trouble began Dec. 8, when The Post first reported that a complaint had been lodged with the Equal Employment Opportunity Commission alleging female employees at the firm were underpaid and routinely subjected to sexual harassment. ( )
Among the salacious accusations was that CEO Sullivan, along with three other executives, shed their clothes during a company-sponsored event at his house in 2012.

It got worse from there. Burke St. John, the vice chairman, was accused of pointing out his office window at shadows and asking women if the shapes resembled penises, according to the confidential EEOC complaint.
About a dozen women also had complained internally about discrimination, a former employee told The Post.
The same day the story ran, the stock plunged 24 percent ( ), forcing CTPartners to pull an equity sale that would have raised about $12 million.

The allegations continued to hammer both its stock price and its reputation as clients and top partners fled the firm. CTPartners shares plummeted 33 percent on Jan. 29, when it slashed its earnings forecast and gave executives $1.7 million in bonuses.
In February, DHR offered to buy the company for $7 a share, which CTPartners rejected. Activist hedge fund Maguire Asset Management sent a letter to the board in April, adding to pressure on the company to find a buyer.

With the stock in free fall, shareholders sued the company and top execs, claiming they withheld information about sex-bias claims to inflate the stock price. Sullivan stepped down from the scandal-scarred firm in April.
But the damage was done, and CTPartners said recently that it would run out of money by June 30 and that it would likely file for bankruptcy and shut its doors as a result.

by Andrew Fox


HR Trends - March 2016

The HR Transformation Network brings you a selection of current topics from the world of HR across both the UK & DACH region.

3 Workplace Trends for 2016
Are you facing workplace trends such as diversity & inclusion, changing employee classifications and the gig economy?

Is anyone doing diversity right?
The issue of diversity is high on the HR agenda in almost every sector; but is it just on your radar or are you actively adapting your workforce to the changing demands?

Das HR Transformation Netzwerk bringt Ihnen diese Woche eine Auswahl von aktuellen Themen aus der HR Welt sowohl von der DACH Region als auch Großbritannien.

Personaler wollen mit Virtual Reality experimentieren
Viele Unternehmen setzen bereits auf Recruiting-Videos. Virtual-Reality-Videos bieten dagegen bislang nur die wenigsten Unternehmen potenziellen Bewerbern. Wie Personalentscheider die Möglichkeiten und Herausforderungen dieser neuen Technik bewerten, wurde nun untersucht.

Unternehmenskultur: Konkurrenz fürs Alphatier - Die Rolle der Führungskräfte in Teamprozessen
Positive Teamprozesse sollten von Führungskräften besonders gefördert werden. Daß dies aus Angst um die eigene Position im Chefsessel aber nicht immer geschieht, belegen nun Forschungen.


HRIS: The big, the bad and the ugly

Bio - Leonard Warren

Leonard has an extensive background in HR Systems with a proven track record of successful HRIS Project Management. He has a passion for HR technology and below he shares his thoughts on the differences between larger, best practice led, HR software providers and the smaller, more configurable, HR solutions.

The Big, the Bad & the Ugly

While there is no refuting the growth and ever-increasing popularity of big brand-name cloud-based HR softwares, I’ve always found that the solutions on the market tend to lack attention to the needs of individual clients. Sure, they’re all based on ‘best practice’, but does this pre-defined practice really apply to all companies?

The major difference between the big and the small software providers is that with big providers you can only customise your processes, but with smaller providers you can configure the software to your needs (big difference).

I have watched with interest, for example, the recent success and growth of Educos Vision Services ( From humble beginnings, Educos now has an international presence with 10’s of thousands of employees being paid through the company’s outsourced payroll solution, and 10’s of thousands more having their payroll processed through the (on premise or cloud-based) implemented software from Southern Africa to Central Europe.

When I look at the on and off premise HR and payroll solutions that Educos offers, as well as the payroll outsourcing leg, I fail to see any differences (apart from the big brand name and cost) between them and the ‘major’ players. Employee database, Performance management? Check. Workforce analytics and custom dashboards/reports? Check. Real-time access to employee data and analytics via mobile devices? Check.

The beauty of smaller, configurable HR and payroll solutions is that they can be adapted to meet your company’s specific needs. Whether you’re going through mergers, growth (or down-sizing) or organisational changes; or if you have complex tax laws, expats, cross-border commuters (common in Central Europe) or just the need to interface your HR platform with a flexible payroll system… Whatever your needs, I can’t help but feel that the flexibility of smaller HR and payroll providers has an increasingly important place in corporate planet Earth!


Confidence and Women in the Workplace - Caroline Arnold

In this exclusive video for the HRTN, Caroline Arnold discusses 'Confidence & Women in the Workplace'.

What makes someone confident? Are there practical things you can do to help you build your confidence, so you can come across your best and go for opportunities you may be nervous about? Executive Coach, Caroline Arnold, will be taking us through what you can do to instil more self-confidence, including some practical exercises to put ourselves to the test.

About Caroline
Caroline holds a Business Studies degree and after university worked in HR for 10 years in different companies across the UK. Now the Director of Caroline Arnold Coaching, Caroline supports women to overcome life-long personal and professional challenges by coaching them to have the confidence to take the next steps to achieve their goals.


Excellence in Employee Engagement - ABP Winner 2015

In partnership with the Association for Business Psychology, the HRTN brings you the 3rd in our series of winners from the 'Workforce Experience Awards'.

Tamsin Parker (People & Culture Director at Lifesearch) & Alan Williams (Founder & Managing Director at SERVICEBRAND GLOBAL) speak to the HRTN about their award win in 'Excellence in Employee Engagement'.

Tamsin Parker
Tamsin joined LifeSearch in February 2003 as HR Manager from a successful career in recruitment. She has guided the growth of the company from a few dozen employees to 270 across three UK cities: London, Milton Keynes and Leeds. Over that time, LifeSearch has become a £22m turnover business hugely respected in the insurance industry and appreciated by its clients.
Tamsin now leads a team of four People and Culture experts covering the full range of specialisms, most prominently of late through exciting evolutions in performance management and reward.

Alan Williams
Alan coaches service organisations, globally and in the UK, to deliver inspiring service for competitive advantage. He created the 31Practices concept and approach, and co-authored the book about the topic.
Alan thrives on leading the transformation of service, culture and behaviour through turning holistic SERVICEBRAND strategies into sustainable, practical reality. He is also an expert facilitator of experiential learning workshops.
Alan served as President of the Meetings Industry Association, is a Fellow of the Institute of Hospitality, Board member of the British Quality Foundation, Steering Group member of UK Values Alliance and Founder of the Global Values Alliance.


25 Years in HR - Michael Doolin

In the latest video on the HRTN, Michael Doolin reflects on the changes he has seen over the past 25 years in HR.

Michael looks at whether there has been all change or no change, the journey of change within the HR function and draws from some personal experiences about seeing change in HR.

Michael Doolin is an experienced HR Director, whose career has spanned periods in Distribution, Business Services and Professional Services. He has held HR Director positions at companies such as International Airlines Group, DHL & PWC.


'Excellence in Training & Development' ABP Winner 2015 - Steve Apps

In this exclusive video for the HRTN, Steve Apps (Partner at Persona Partnership) explains how he won the 'Excellence in Training and Development' award at the 2015 ABP (Association for Business Psychology) Workforce Experience Awards.

Steve achieved this award through his work with Thorogood who are Business intelligence specialists providing consultancy around products from major BI vendors and employ approximately 200 people worldwide.

Steve is a business owner, a strategic HR consultant, a leadership trainer, a coach and a treasurer with over fifteen years’ experience working to improve people and organisations. He has experience of advising and implementing projects from the board level down with a strong strategic international bias.

He has spent the last 13 years as a partner in a business developing and selling assessment products for use in recruitment. Alongside this, he works as an Associate with a number of companies delivering leadership development programmes. Companies he has worked with over the last few years include Vodafone, Mars, HSBC, City Link, Bic, BP, OSG, Lloyds Banking Group, Lloyds Register, AJ Gallagher, The Trainline, Zurich and Ann Summers! He has also worked with Government and NGOs.

Steve has a BA with honors, is Chair of the Association for Business Psychology and a Fellow of the Chartered Institute of Personnel and Development.

Persona Partnership:


HR Trends November

The HR Transformation Network brings you a selection of trending topics in the HR world from both the UK & DACH market.

'HR Business Partner, Are You a Translator?'

Following on from the ‘HR Tech World’ event in Paris, Luk Smeyers looks at the role of the co-ordinator in an analytics project. Looking at how a HR department sometimes fills this position with a HRBP and how important this ‘translator’ is within a project to ensure analytical data is converted into a business decision.

‘Human Resources, your days are numbered'

The Huffington Post looks and reflects of the Harvard Business Reviews articles about the replacement of HR in the workplace. The article looks at how people can no longer be viewed as ‘resources’ within a business, who are just numbers and replaceable cogs in the company machine.

Das HR Transformation Netzwerk bringt Ihnen diese Woche eine Auswahl von aktuellen Themen aus der HR Welt sowohl von der DACH Region als auch Großbritannien.

Human Resources-Wer braucht das überhaupt?

Was genau macht die Personalabteilung eigentlich den ganzen Tag? Und ist HR nicht sowieso überflüssig? Der folgende Artikel untersucht genau dieses Fragen, erläutert wer die HR-Abteilung am besten ersetzen könnte und kommt am Ende zu einem überzeugenden Ergebnis.

Kollegen sind die größten Motivationskiller

Kein Chef und keine noch so ausgeklügelte Strategie hat so viel Einfluss auf die Arbeitsmotivation wie Kollegen, das ergab die neuste Studie von Orcale “Simply Talent”. Der folgende Beitrag zeigt, was Sie dennoch machen können, um die Motivation in Ihren Teams zu steigern.


Thinking about abandoning performance management?

Teaser Series by Andrew Fox

Head of HR for Global Functions, Technology and Services at HSBC

About Andrew
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development.

This article about 'Thinking about abandoning performance management?' is Andrew's second post in his HRTN series, please read his first about 'The Problem with Women...Diversity in the Workplace":

Thinking about abandoning performance management?

“If performance review was a drug, it wouldn’t be approved by the Food and Drug Administration because it’s so ineffective and it’s got such vile side effects.”
Robert Sutton, Stanford Professor

“Performance appraisals are one of the most frequently criticized talent management practices. The criticisms range from their being an enormous waste of time to their having a destructive impact on the relationship between managers and their subordinates.”
(Edward Lawler,

“Many organisations are finding that historic approaches to performance management no longer deliver the performance outcomes necessary to sustain competitive advantage in the new emerging world.”
(Cerus Consulting,

At a time when financial pressure is immense and investors and regulators expect increasing levels of performance all the time, it seems strange that there is a growing debate suggesting the abandonment of performance management. Why might this be the case and is it a good idea?

Many people were surprised when David Arkell, GE Australia & New Zealand’s human resources leader, said “the annual performance review is dead” in an interview with Inside HR magazine ( But we need to read further as Arkell went on to say: “It’s a dramatic comment, but the concept of having an annual performance review has gone. It’s got to be much more frequent and much more regular.” He highlights the need for a more engaging and regular process for managing performance.

Arkell explains that the “nine-box” system, which was used by former GE Chairman and CEO Jack Welch to manage people in (or out of) the business, is still in use in GE today, though its application has changed in a number of ways.
“I think you’ll always need a nine blocker or a similar tool for large organisations to rank and differentiate performance, which can then help determine reward,” he added.

It seems very in vogue to criticise performance management but the cautionary message is don’t throw the baby out with the bathwater.

The Corporate Leadership Council says (August 2015): “Microsoft did it in 2013, and now the media would have you believe that Accenture has done away with performance reviews for its 330,000 employees. The reality, however, is that neither of these giants has abandoned performance evaluations. But the speculation once again sheds light on a process that creates a tense relationship between employees, managers, and the organisation.”

Current approaches typically follow a predictable model using one or another system in any organisation of scale.

*See image*
( )

In other words, a goal setting phase, a monitoring phase, gathering evidence, ranking and making decisions about level or score, communicating the outcome. Most of the energy and what little discussion there is, is usually completely backwards looking, admiring the past.
HR as a profession has failed to modify its approach to performance management or stop the practice from degenerating into a process-obsessed box ticking exercise, usually frustrating all who have to use it.

What are some of the problems with current practice?
• They measure the wrong things.
• They are process centric and have lost sight of what they are really trying to achieve.
• They don’t ensure regular, honest, open dialogue and they certainly don’t ensure that difficult discussions take place.

But the current dialogue around performance management should not be misinterpreted. Most people are not suggesting a descent into an anarchic environment where no objectives or goals are set, no feedback given and recorded and where everyone is “doing just fine”.

On the contrary, HR needs to help steer the organisation to a position where performance is finally properly managed, where line managers add clarity about what is required, and regular feedback is given around progress both good and bad. This will require line managers to demonstrate higher levels of capability in areas such as giving feedback and managing difficult conversations, and for HR to help develop a system which manages outputs rather than how many appraisal boxes have been ticked.

What future processes should consider
• Measuring and assessing the right things – aligned objectives defined as outputs.
• Merging an evaluation of past accomplishments with assessing capabilities for the future. For the discussion to be meaningful, it needs to include a future focus.
• Whilst process may be needed, the focus should be on dialogue and it needs to be ongoing/frequent.
• Managing performance properly is a skill/capability and it should be developed.
• Multisource feedback will likely increasingly be a feature to provide a more balanced and holistic view and to avoid the many biases currently present in performance management.

In closing, I would argue that well executed, future focused, dialogue centric performance management is essential for creating a rewarding place to work and a successful organisation.


Performance Management

Introducing the Association for Business Pyschology

Clodagh O'Reilly introduces the ABP for the HRTN.

Over the next 12 months, the HRTN will introduce some of the winners of the 2015 Workforce Excellence Awards.
Working with the ABP "To champion the use of Psychology to achieve effective & sustainable performance for organisations and people at work".
The winners of the 2015 awards can be seen at the below link:

Clodagh speaks about why the Association for Business Psychology was set up, how the Excellence Awards helped Clodagh's role as Chairman, what characterised a prize winner and runs through a few examples of the 2014 winners.

Some of the winners examples include McDonalds & Plantronics.

The book that Clodagh mentioned is available at the below link:

Clodagh is a specialist in applying behavioural science in organisations to predict and enable individuals’ and organisations’ achievement of their potential. She is a former Chair of the Association for Business Psychology, a member of the Engage Employee Advisory Board and guest speaker for various MSc courses in Business and Psychology. Clodagh founded the annual Workforce Experience Awards programme and edited the book, "Delivering Excellent Workforce Experiences." She currently leads the Workforce Science & Analytics Practice for IBM’s Smarter Workforce unit in EMEA.


HR Trends (19th August)

The HR Transformation Network brings you a selection of trending topics in the HR world from both the UK & DACH market.

4 Approaches Everyone in HR Analytics Should be Using
The following article looks at a variety of methods to HR Analytics and how they should be used by businesses to provide insights for effectively managing employees:

Employer Branding: A Strategic Necessity
How an employer is perceived with regards to attracting the best talent and keeping them is a hot topic.
Therefore, should the job of employer branding lie with Marketing or with HR…

Das HR Transformation Netzwerk bringt Ihnen diese Woche eine Auswahl von aktuellen Themen aus der HR Welt sowohl von der DACH Region als auch Großbritannien.

Amazon unter der Luppe
Amazon dominierte in der vergangen Woche unsere Schlagzeilen. Mitarbeiter müssen 80 Stunden die Woche arbeiten, Marathon-Konferenzen am Ostersonntag und E-Mails nach Mitternacht die umgehend beantwortet werden müssen sind die Norm. Nachdem jene Vorwürfe in der New York Times am Montag veröffentlicht wurden, meldete sich auch Amazon-Gründer und Chef Jeff Bezos zu Wort. Der folgende Beitrag gibt eine Übersicht über die Ereignisse der letzten Woche.

Führungskräfte müssen noch viel lernen
Starre Strukturen und Hierarchien verhindern freies Denken. Und genau daran müssen Unternehmen etwas ändern, wenn sie kreativer und innovativer werden wollen. Psychologe Roland Geschwill erzählt in dem folgenden Interview, wie Kunst die Lösung zu dem Problem werden kann.


HR Trends (7 Aug)

Das HR Transformation Netzwerk bringt Ihnen auch diese Woche eine Auswahl von aktuellen Themen aus der HR Welt.

Wie schaffen Sie Zeit für die Wichtigen Dinge im Leben?

Am Ende des Tages haben viele das Gefühl, immer noch nicht das geschafft zu haben, was sie sich eigentlich vorgenommen hatten. Man macht mehr und mehr Überstunden und hat immer weniger Zeit für sein Privatleben.
Elizabeth Grace Saunders ist Zeitmanagement-Coach und kennt das Problem genauestens. In dem folgenden Artikel erläutert sie die sieben Zeit-Fehlinvestitionen und erklärt, was man in seiner Tagesplanung unbedingt überdenken sollte.

Studie fragt: Gehen Sie eigentlich gern zur Arbeit?

Eine Studie des Deutschen Instituts für Wirtschaftsforschung hat die Arbeitszufriedenheit in Deutschland untersucht. In dem folgenden Beitrag finden Sie das Ergebnis.


The Problem with Women...Diversity in the Workplace!

By Andrew Fox

Head of HR for Global Functions, Technology and Services at HSBC

About Andrew Fox

Andrew joined HSBC Bank plc in August 2008. He is currently the Global Head of HR for Global Functions, Technology and Services. Prior to joining HSBC Andrew worked for Santander in the UK.
Andrew has worked for his entire career in HR in Financial Services and Professional Services and is passionate about enabling business performance and people development. He has led significant change initiatives in both South Africa, the UK and Globally & is a Chartered Fellow of the CIPD.
In his spare time, Andrew is a Martial Arts enthusiast and enjoys riding his Harley when the weather permits. Reading and watching movies also occupy his spare time.


The Problem with Women...Diversity in the Workplace

The broadsheets, journals and everything in between are littered with commentary around gender diversity at boards, at senior management levels and in organisations in general. I don’t plan to repeat that rhetoric in this article but would choose to mention a few facts:

· In a Mckinsey report it says that given current rates of change “It will take over 70 years to achieve gender balanced board rooms in the UK” (a very sobering challenge!)
· Regulators, shareholders and politicians have all weighed in on the debate and the most commonly quoted aspiration is the one articulated by Lord Davies in his report suggesting that FTS 100 companies should have at least 25% female board members by 2015 (not very ambitious on the face of it).
· An EU commission draft report on the topic reported that a minimum of 40% of NED’s should be female by 2020 (again not very ambitious)
· S Sandberg (2010, Ted Talks) talks about the rate at which women drop out of the workforce and we aren’t making progress. He states that of the 190 Heads of State globally, only 9 are women, in parliaments across the world only 13% are women and top corporate or board positions – 15-16% only.
· The EY report “Diversity drives Diversity” 2013, clearly shows that higher levels of diversity drive more diversity and that the opposite is certainly also true.

A simple Google search will show just how many people have an opinion on gender diversity and will also reveal a variety of views on what the aspirational targets should be and that generally industry is falling woefully short of creating diverse and inclusive workplace.

So clearly despite the rhetoric, something is not working. And why is this issue viewed as so important? Not just because “it is the right thing to do”. There are clear social and economic reasons to increase diversity throughout organisations, right from customer service professionals to board room decision makers. And perhaps greater board diversity would have reduced the recent number and severity of organisation scandals. Diversity of thought (and by inference then diversity) has been proven to lead to better decision making.

And as society changes so too does the demographics of who controls disposable household income change, and organisations more representative of that society are better placed to capture their share of that disposable income.

So clearly there are many reasons why organisations should want to transform and become more diverse and yet progress is painfully slow.

HR can lead a holistic approach to this challenge (assuming that OD capabilities make up a vital part of their toolkit). For real change to take place, everything must change. Taking a systems approach HR should work with the business and change literally everything.

HR however need to be mindful that if they want to create real change:
1. Build a strong business case (just like the IT director would have to if he or she wanted the business to invest in a new system)
2. Use the businesses language and where possible their tools and methodologies (as opposed to HR jargon)
3. Less is more, simpler is better. Consider the change holistically.

Targets need to be set, like for any other aspect of the business (e.g. budgets, costs, sales, customer recommendation, complaints, outages etc.) and achievement of these targets embedded in performance management, reward and mobility. If we believe that diverse candidates are as skilled as their white male counterparts, then targets and meritocracy can exist side by side. Targets are a way of measuring and achieving a large number of key strategic objectives and this should be no different.

If this is done in conjunction with building a strong pipeline of talent at the more junior levels, we should expect accelerated progress.

Ultimately the culture of the organisation needs to change to become accepting and encouraging of greater diversity (in its broadest sense actually including ethnicity, religion, sexual orientation, etc.).

We already know that this is proving difficult, and the main reason for this is that boards and senior management are currently fairly homogenous, i.e. they consist largely of middle aged white males. It’s not necessarily true that this population doesn’t want to change, it is perhaps more true that they simply don’t know how to.

Creating a more inclusive culture and a more diverse senior management / boardroom population requires a detailed well thought out properly integrated and relentlessly executed plan. Desired behaviours clearly articulated, objectives modified, decision makers educated, role model behaviours rewarded and counterproductive behaviours clearly sanctioned.

So, in summary perhaps, the problem with women (advancing in the workplace), seems to

Ref: Corporate Leadership Council


HR Trends (23rd July)

The HR Transformation Network brings you a selection of trending topics in the HR world from both the UK & DACH market.

The realisation that the evolving world will soon become a job market for machines is a cause for concern for some job areas. The following article looks at whether 'HR Reward' roles are under threat if machines & technology can simply analyse compensation and benefits through automated market analysis.

Trying to change an organisations culture is a challenge many face in the modern business. The following article looks at the 'Lear Corporation' and the challenges they faced and what leadership models they used.

Das HR Transformation Netzwerk bringt Ihnen diese Woche eine Auswahl von aktuellen Themen aus der HR Welt sowohl von der DACH Region als auch Großbritannien.

Lang bewährte Managementmethoden versagen
Diplom-Psychologe und Unternehmensberater Roland Geschwill spricht im folgenden Artikel über die Notwendigkeit traditionelle Managementmodelle zu überdenken und was man von Künstlern lernen sollte.;jsessionid=E0D19F34BF4933279737CF1EA2684EE1.sprprofltc0201

Hält sich Ihr Chef auch für Superman?
Wer braucht schon Größenwahn am Arbeitsplatz? Laut Sozialpsychologen jeder. Der folgende Artikel beleuchtet die positiven Effekte von Größenwahn und warum ein Portion Wahnsinn so wichtig ist.


Neil Roden - An Evening of Human Resources

Annapurna are excited to again be working with Neil Roden, HR Leader & former HR Director at the Royal Bank of Scotland.
Neil Roden will be a VIP guest speaker at our upcoming HR Transformation Network event hosted at the Soho Hotel on the 24th September.

Here’s a short video of Neil talking to the HRTN back in 2012 about the future of HR: