Peter Taylor’s (partner from the ICT Partnership LLP) talking about the big challenges for leaders in SME organisations where the leader needs to take responsibility for many aspects of the business and who spend their time working in instead of on the business. Plus there’s then the aspect of often being family-owned and the shares being spread among a number of family members which can make decisions more difficult than in other businesses.
Anabela Yourell who’s HR Manager from Just Eat is the final speaker for today. Started in Denmark Just Eat is now in 13 countries – so you can Just Eat all over the place! Having bought most of the other similar organisations in the UK they only have Hungry House left as a UK competitor. So really they’re not still an SME. In 4 years they’ve gone from about 50 to 750. 1400% in employee growth!! Valentine’s night was last record breaking night at 195,153 orders – how romantic! Wonder what’s driving that trend – economy? In 4 years that’s grown from 15,000 as a record breaking night back then. The challenges they’ve not surprisingly faced along the way are a lot to do with the right people in the right jobs – need to just get bums on seats which means you just hire someone even if you don’t really know what you need, and you don’t really know how to select those people. And promoting from within without developing managers meant that people weren’t actually doing the role of a manager. Anabela joined a very reactive HR team with no contracts, no passports on file – the basics just not in place. Since then there’s been investment in HR so that they’ve grown from a team of 3 to 13. To move out of this place they had to figure out their priorities, and help the senior management see the difference that could be made through bringing a people focus. Their first priority was to develop line managers who they clustered into groups of managers from similar areas of the business. This was right because they needed the examples to be relevant to the delegates to help the learning. But outside the classroom they encourage cross-business working – especially for discipline and recruitment where managers help each other out cross-function to bring an objective perspective to decisions. So they created ‘Passionate about People’ – 8 days that could be completed over a year but delegates wanted to book on quicker than that because they were getting so much from it. It was made up of : 1. A pre-course test to assess levels of passion for people to get people of similar capabilities grouped together and make their learning more effective by feeling safe and similar to those around them. 2. Employment Law, equality & diversty 3. Finding Nemo – recruiting, selecting, inducting and onboarding – are you recruiting for skill or culture? Great to have this focus for the questions that need to ask in interview. 4. Be Frank – having difficult conversations about things like body odour, and Where are They – to focus on absence 5. Performance Mgmt – Getting Back on Track, and Performance Appraisals – Get them to the Moon – with quarterly reviews and a whole new set of objectives – things change fast! Some elements might be continued but with a new angle or new focus and it’s all hooked into the longer term plan that’s created at the top to ensure everything’s pulling in the right direction. 6. Homework and Getting to the Bottom of It – investigations, discipline, dismissal – purposely didn’t put grievances on the course because they wanted line managers to come to HR when they got to that to avoid fire fighting if they got left too long 7. How passionate are you now? An end of learning test to spot where further development might be needed. And so what? The differences they’ve seen…… The HR team saw that line managers were more confident, the HR team had more time because managers were less reliant on them and the teams’ confidence in the abilities of managers was growing with respect for them growing too. Recruitment and retention is working better, staff survey’s showing better results. All in all a better place!
I spoke to Ben Saunders (Head of HR and Learned Society at IMarEST) last week ahead of today’s event (http://t.co/6khP88WdHZ) and he’s up first in the post-lunch slot to talk about his work.
As a member-funded group, people are at the heart of what they do. They’re a complex organisation with representatives worldwide, which began with their first team member abroad in 2006, but they have only 50 employed staff, considering themselves as the CIPD of the marine world. Also, like the CIPD, in 2012 they appointed David Lucy as CEO – someone with a commercial rather than marine background.
Next it’s Martin Ferguson, MD, and Sara McTrusty, HR Manager of MJF Cleaning Services.
Doing it right when no one else is looking – great tag line! And a great link to leadership – sign of a great leader to be able to leave their team and they still deliver because they know where they’re heading.
Next session for the morning is with Sue Harper, HR Advisor with Leap 29.
Sue’s going to talk about earning trust from your director(s), the value HR can bring, implementing processes that bring value and hiring the right people!
Leap 29 are global recruitment specialists and operate across Europe and America. Their values underpin what they do. They’re passionate about delivering the best service to clients and best service to their candidates.
Having had a fantastic time blogging at the CIPD L&D Show a couple of weeks ago I’m really looking forward to going to blog in Sheffield next Tuesday for the second of a two-part CIPD event “HR in SMEs”. The first day was on Monday in London and it looks like it was a huge success with some great tweets on #cipdsmes14.
Aren’t people amazing! The last three days in London have been just amazing because of the people I’ve been with, the human connections I’ve made, the new ideas I’ve picked up.
Two of those days were at the CIPD L&D Show. Day 1 was steady (http://wp.me/p45I4E-8x) but day 2 definitely picked up pace with speakers seeming more confident and informed about their content, content generally having a greater depth to it, and – maybe? – my expectations being different after day 1?
Final session for me at the L&D Show with David Clutterbuck. Which coaching techniques help improve business performance.
Not easy to put financial numbers against benefits but it’s seen that colleagues who experience more coaching and mentoring –
– feel more engaged
– will stay with their employer longer (a third more people stay)
– understand how what they do fits with the strategy and the difference they can make
– knowledge is transferred and retained better within teams
– organisational reputation because there are open conversations about whats going on
Live blogging with Andy Lancaster opening the session on Developing Proactive Middle Managers who Adapt to Change.
Middle management is an incredibly challenging situation – as a new manager there’s so much to learn and change. How seriously do we take this when promoting, recruiting and developing? Not seriously enough when 35% haven’t had training for their role and 49% feel they’re under excessive pressure every week.
So how DO we use Neuroscience to enhance L&D effectiveness?
Geoff setting the session up that we’ll be talking AT you and that it’s not ideal, as we all know from an L&D perspective, but that needs-must with the set up. However they’ve then actually quite a lot of interaction and discussion during the session and allowed lots of time for it.