|
Organisation,
Business and HR
Strategy [FP15] |
| Future
Organisations |
| What was it like
before? What is happening now – examples. Where are we going to -
scenarios? What are the implications at Company Level & Industry
Level? Practical actions for HR specialists. |
COMPANY LEVEL (after
reorganisation)
|
Strengths needed
|
Typical Weaknesses
|
|
Opportunities available
|
Threats around
|
INDUSTRY LEVEL (future
scenarios)
|
| Practical Action
for HR ~ HR Planning ~ Work Design ~ Other priorities.
[T7 ~ 1992 ~ 4pps]
|
| Quality
Service Strategies |
| The Business
Impact of Quality |
|
Why introduce total quality?
What is Total Quality?
Monitoring and control
Installing Quality Service
Communicating improvements
Five absolutes of quality management
Six Principles of a Total Quality Culture
Seven principles of TQM
The Quality Cycle
HR policies which help organisation change
Relating customer service to rewards.
[T1 ~ 1990 ~ 6pps] |
|
| Flexibility
at Work in UK Financial Services |
|
Empirical research conducted
with 28 companies by Ioannis Lemperos
"Flexibility itself
conveys notions of adaptability, pliability and responsiveness to
change." This report covers:
Numerical Flexibility
- part time employment, former employees, flexible hours,
shift-working and reducing staff turnover. |
| Functional Flexibility - task
variety, smaller work units, training, multi-skilled employees, and
reorganisation.
Financial Flexibility - flexible pay systems, rewarding new
skills. |
 |
|
"56% of the companies
asked have not introduced any payment systems which reward the
acquisition of new skills, but 40% have introduced them and 4% didn’t
know."
Implications for the
Personnel Manager - the need for new policies, short term
forecasting, employing temps and Agency staff ~ the reasons this will
change.
[T25 ~ 1996 ~
7pps]
|
| Flexible
and Responsive Operations |
| The demands of
better customer service and greater efficiency have brought with them
new visions, technologies and management processes. Yet many
organisations are failing to apply these coherently and are falling
behind in service or efficiency or both. |
| Part A: From Tunnels to
Tennis - Don Hole Senior Manager Recruitment, T&D, Equitable
Life. Their approach to multi-skilling, the benefits and problems. Some
myths exploded. Innovations led to the expense ratio going from 9.1% to
4.8%. |
 |
| Why tennis? How it
works ~ not organised by customer ~ staff skills ~ management
style ~ management of change ~ practical front line applications. |
|
Part B: Operations
Management: Playing with the right tools - Richard Jeffrey,
an experienced consultant with OCP, has extensive experience of
operations management across several industries and public services.
"Despite much time and effort spent on re-engineering business
processes to reduce costs and improve service, many companies ignore the
skill of operations management - achieving the performance promised by
the investment."
"The impact of rising
customer service expectations and the relentless drive for efficiency
improvement at the same time has made the traditional approach to
front line supervision obsolete. Companies have delayered but kept the
old management techniques - and the old backlogs to go with them."
"Supervisors report up
more but usually after the event when it is too late to manage the
workload."
Two case studies.
(i) Small customer help
desk. (ii) Large processing
department
The obstacles and the
solutions. Operational management tools and techniques ~ technology ~
planning. Matching resources to workload precisely and reliably week by
week, day by day."
[T28 ~ 1996 ~
7pps]
|
| Future
Business Strategy and the Role of HR in Financial Services |
| A comprehensive FiSSInG
survey of business strategy in UK Financial Service Businesses. Top HR,
IT, Marketing, Operations and Corporate Planning Managers from 75
Investment Banks, Bancassurers, Building Societies, Insurance Companies,
Card Providers, Direct Services and Intermediaries took part in the
survey. |
|
|
Input from Roy Lecky-Thompson,
Personnel Director, Bank of England.
- Business Goals
- Implications for HR
- Gaining Credibility and facing the challenge
- Organisational issues
- Getting away from functional silos
- Building Allies & Adding Value
- Promotion of HR
- Employment Policy.
[T27 ~ 1996 ~ 6pps] |
|
| Back
to Publications |
