Case study 5
Creation of an HR competency model
Issue
The UK HR function of a multi-national financial services provider was experiencing increasing workloads as a result of overall business growth. The strategic plan envisaged continuing rapid growth over the next five years. The HR function needed to adapt and re-align to meet its current and future challenges.
The vision for change identified the need for a new HR competency model that would give purpose and direction to the UK HR community. The client required objective external help to explore the options for meeting this need, and to define fully the implementation approach to be used.
The plan had to recognise the critical need to achieve the involvement and buy-in of the UK senior management team, as well as all the HR staff who would be affected by the new competency model.
Approach
One of our directors, James Toms, proposed an approach that took account of three key areas of competency – Generic HR Skills, Technical Knowledge and Business Understanding. This created a framework which addressed the twin objectives of providing the HR function with a focus for a revised way of working, and ensuring genuine alignment with the business as a whole.
An implementation plan was proposed, with the creative involvement of the major stakeholders as a guiding principle.
The initial elements of this plan were those that apply to the robust set-up of any change activity – agree the goals; gain buy-in; create an agreed process/timetable; design and act on an approach to initial communications; and mobilise for delivery.
The recommended process then moved on to detailed group and individual consultations, with the objectives of conveying an understanding of the business and HR strategies, gathering input (especially in the complex area of FSA regulatory requirements), and winning hearts and minds.
The remainder of the plan covered the detailed analysis, production and sign-off of the completed competency framework, and implementation. James also recommended a series of checkpoints and review sessions to ensure that buy-in was maintained and the project remained on track.
Results
It became clear to the client early in the project that there was a need to recruit additional heavyweight experience into the HR team. To reflect this need, the focus switched to an executive search campaign, which James was able to deliver through his continuing affiliation with Gundersen Bucher Rugman (an established search firm with operations in the UK and USA).
The competency framework and the associated assessment method and implementation plan were then delivered, with responsibility for implementation being handed over to the newly strengthened in-house HR team.