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How to Slash Your Recruitment Bill by Retaining 90% of Your Trained Workforce in a Highly
Competitive Market
15 Well Kept Secrets to Shared Services Success
19th March 2009
Colin Glynn – Controller – European Finance Service Centre
Key statistics
2
Underlying Sales £9,174m
£55.5m£974m
38,000 50 Countries
What we do
Underlying Group sales 2008 £9,147mOrder book £55.5bn
Defence AerospaceCivil Aerospace Marine Energy
Wide-bodied jets
Narrow-bodied jets
Corporate & Regional
4
Military aircraft
Helicopters
Commercial
Naval
Oil & Gas
Power generation
Power systems for:
How to slash your recruitment bill by retaining 90% of your trained workforce in a Highly Competitive Market.
Mastering Talent Development
Our Competition
Rolls-Royce shared services (HR and Finance) employs approximately 300 people.Other competition
− Egg - 1,000 employees (100m)− Bombardier - 200 employees (500m)− Toyota - 200 employees (4 miles)− Councils - 500 employees (1 mile)− Others− Specsavers (New)
Creation of a “Retention” Culture
The statisticsAttracting the right peopleHow do we retain the people
− Employee Communication - minimum standards− Environment – Workplace experience− Listening− Culture created− Competences and Training− Opportunity to grow
Top 10 Tips for Retention
Manpower History
Virtually all reductions have been at other sites as work is inloaded.Main issue of staff retention is through the changes thus providing the experience required, reducing risk and ensuring a service can be delivered.
Therefore – HOW DO WE TRY AND RETAIN EMPLOYEES. FIRST WHO HAVE WE LOST
Original Target ReductionHeads
2000 - 2003 Original Scope 202.0 92.0 54%
2004 - 2008 Additional Scope 152.0 67.4 56%
Total Position 354.0 159.4 55%
Leavers Analysis 2007, 2008Leavers - to external 2007 2008Start own business 1 -Emigrate 3 1Child Support 1.7 -Retirement 1 1Geographical relocation 1 2Another employment opportunity 2 1Severance programme - 8Discipline 1 -
Leavers - to internalPromotion, enhancement opportunity 10 7
Leavers Total 20.7 20.0
Attracting the People
By recommendation (50%+)By links with local colleges/lecturersBy temp to perm arrangementsBy interview process
− Basic tests− Behaviour assessment
Rolls-Royce.com
1. Employee Communication – Minimum Standards
Monthly stand up brief (Controller, Process Head or Guest)Management meeting every 2 weeks (set agenda)Customer Service Review results every month (to all staff)
− Customer Service performance data (SLA)− Customer/Supplier Incidents− Issues
One to ones for all with Team LeaderBusiness Plan DeploymentHalf year, full year briefsAlways two way
2. Environment – Workplace experience
Open plan for all (access)Hot desking for customers and business partners (service)Standard equipment for all (equality)
− Desk, IT, software, chairs, spaceBright modern offices with environmental features (environment)Flexible working around core hours (flexibility)Simple perks (beverages f.o.c.) (reward)Social Encouragement with subsidy (interaction)Funded Team Building (with development/process improvement theme) (enhancement)Being seen to do the right things, e.g., recycling (environment)Final Salary Pension scheme (reward)Bonus based on total performance (reward)
3. Listening and Feedback
Investors in PeopleEmployee engagement surveyQuarterly employee/union forumsPersonal thank you’sPublic praises and rewardPeople meetings, development cells, honest and robust recorded feedbackEmployee representative teamsAttitude – positive message, e.g.,
“I don’t drop players – I make changes”, Bill Shankley 1913 - 1981
4. Culture Created
Setting Expectations
Opportunities
Rolls-Royce proprietary information Systems
Difficult
DifficultEasy
Bus
ines
s Att
itude
5
10
15
20
5 10 15 20
6 5 34
7
1
2
10
98
FSC strategy review -Blue Sky Suggestions
Setting Expectations
Short term programme vs Long Term ‘blue sky’
Threats –Potential for outsource / offshore
Rolls-Royce proprietary information
Make – Buy applies to services as well
Com
petit
iven
ess
Business Criticality
MakeControl
Buy Protect
‘make’ whilst competitiveOtherwise outsource
Maintain World ClassPerformance
Invest or PartnerOutsource
Non-Core Core
10EFSC Major Programmes year 1 to year 3 Issue : 9.0
Project OC&SLeader Nov Dec Jan Feb Mar April May June July Aug Sept Oct Nov
Accommodation C Glynn J RichardsonPerformace Related Pay/ All Inclusive (PRP) S HallBenchmarking C Glynn N HepkeInterCompany C SeymourNAS Data Transfer S Leach B JohnsonIIP J Richardson J Richardson 5 5 5 5 5 5 5 5 5 5 5,6IFRS in SAP (Other) C SeymourIFRS (FX) in SAP C SeymourConvergence J O'Farrell 6 7 8BCS Hyperion Replacement C Seymour talk to chrisBW & ERP Strategy J O'Farrell colin to talk to geoffNicky to be linked into HubPayroll & Expenses Merger G Castlehow 6 7,8T&E Expanded Scope (Credit Cards) G Castlehow 6,7,8Pensions G CastlehowHR Shared Services G Castlehow C StackhouseOn Line Payslips G CastlehowInternational Payrolls G Castlehow 6Employee Self Service (ESS) G CastlehowCredit Vetting S Hall talk to samDMS into SAP S HallInternet Banking S Hall J RichardsonProject Steam Packet S Hall talk to sam 1,2,3E&T Transfer S Hall 1,2 3,4,5 6 7 8Civil Wave 2 ERP K Connally J Richardson 6 7 8NPNP -JVs G Bates J Richardson G5NPNP - Commercial G Bates J Richardson/N Hepke G5NPNP - Intergroup G Bates J Richardson/N Hepke G5NPNP - Purchasing Coverage G Bates G5EDI Process - 2007 (top 100) G BatesRRD PIP G Bates 123Global PIP G BatesInvoice Solution G BatesRRD 2005 (AP) K Connally N Hepke 8RRD 2005 (AM) K Connally N Hepke 5,6 7 8RRD 2005 (AR,DMS) K Connally N Hepke 8RRD 2006 (Cash) K Connally N Hepke 8RRD 2006/7 (GL) K Connally N HepkeAR&O C Glynn N Hepke 8Submarines C Stackhouse C Stackhouse 4 5 6 7Turbine Surface Tech Ltd JV G Pendlebury N HepkeProject Oberursel C Glynn N Hepke 8N3 C Glynn M Walker 1 2,3 4,5 6 7 8RRSP C Glynn J RichardsonProject Hamburg S Hall 0,1,2 3Project Munich C Glynn C Stackhouse 1,2 3,4 5 6 7 8Project Saxony G Castlehow 1,2 3,4 5 6 7 8Nordics Payroll G Castlehow
Maj
or F
SC
Pro
ject
s
AP
Pay
roll
& E
xpen
ses
Tot
al F
SC
Mig
ratio
ns
Inte
nded
Mig
ratio
ns
January 2007
AR
CM
year 2
FA&
R
year 1
Cha
nge
Rolls-Royce proprietary information
5 10 15 20
4. Culture Created
Setting ExpectationsClear VisionClear StrategyVisual ManagementContinuous Improvement Expectation
5. Competence and Training
Publicly available skills matrix
Skills Matrix
5. Competence and training – Continued
Publicly available skills matrixTraining
− In House− Catalogue of on-line and classroom based training (from Excel
to Spanish)− On the Job
− Formally recognised as “training”− Recorded and monitored
− Professional training− Supported for personal or business enhancement.− Currently 22 supported.− Generous support but with an expectation and a penalty
5. Competence and training – Continued
Professional Training − Various professions supported (IIP, ICM, CIMA, AAT, etc).− Fully funded including
− Membership, Exam fees, Exemption fees, Tuition, Revision courses, Study materials
− Individual released from role (e.g., CIMA)− 4 tuition days (tutored), 3 revision days (tutored), 1 question based day
(tutored), 1 extra revision day (self study), Exam leave− In exchange we expect the employee to “pass first time” or face
penalties− Fund own retakes and leave− If course not completed refund 12 months costs.− Leaving the company refund last 12 months costs (up to £10,000).
5. Competence and training – Continued
Publicly available skills matrixTrainingPersonal Development and Service Centre Tool Set
Personal Development− Individual development plan (owned by individual)− Part of Personal Development Review (6 monthly)
Service Centre Development of tool set
Links back to Individual Development Plan and Skills Matrix
5. Competence and training – Continued
6. Opportunity to Grow
EFSC is seen as stepping stone into higher rolesFinancial Professional Development Structure exists
Finance Professional Development
Finance Roles Finance Resource
Succession Planning
Plan RecruitDefine Measure Improve Promote
Apply Training MaximisePotential
Performance Development
Finance Strategy
Finance Business
Requirements
Review Potential
Qualified Professional
Early Career
Development CellPerformance Development
Review
Finance Support
Finance Professional
Management Accountant
Finance Manager
Finance Controller
Chief Finance Officer
Technical
Systems
Systems
Organisation
Continuous Improvement
Master classes
People
Behavioural
Internal Recruitment
External Recruitment
Trainees
Internship
Competencies Measured
Executive
Leadership
Early Career
FS1 FS2 FS3
Managing Relations
Managing Work
Judgement
Integrity and Trust
Energy and Drive
Performance Development
Review
Finance Director Cell
Americas Cell
Europe Cell
Corporate CellObjective
Setting
Individual development
Plan
Personal Profile
6. Opportunity to Grow
EFSC is seen as stepping stone into higher rolesFinancial Professional Development Structure existsInternal Opportunity to grow
− E.g., Boarding Structure – Internal Opportunity Creation
6. Opportunity to Grow - ContinuedProfessional Growth Structure within Shared Service Centre (and RR Finance)Ability to grow within jobProcess of
− Recommendation by manager− Presentation to two managers− Success leads to promotion and £2,000 plus salary
increaseHigher levels require qualifications, supervisory experience and varied experience.Achieved
− 2007 14 completed− 2008 7 completed− 2009 2 to date
Drives motivation from within a role and encourages movement within the EFSC.Three for one concept
Principal FinanceProfessional
UPS80
Senior FinanceProfessional
UPS70
Senior AccountingTechnician
UPS60
AccountingTechnician
UPS50
Senior AccountingAssistant
UPS40
AccountingAssistant
UPS30
Prof
essi
onal
Supp
ort
AccountingAdministrator
UPS20
Careful recruitmentCommunicate, Communicate, CommunicateLearn to ListenCreate an Enjoyable EnvironmentSet expectationsDevelop everyoneEmpower the individualsCreate opportunityTreat everyone equally and fairlyValue the human asset.
Top 10 Tips for Retention
Questions