first_img Comments are closed. This award recognises the effective use of technology by HR teams to bringabout business benefits.  The judgelooked at changes that have been implemented, why they were necessary and howtechnology has facilitated this.Category judgeNorman McQueen, director of talentmanagement,, started his career with the Royal Bank of Scotlandin 1976, before moving to Nationwide Building Society as branch manager, thenbusiness development, management trainer, area training manager, nationalbusiness development manager and area manager (operations). McQueen leftNationwide to join Frizzell Financial Services and then moved to Sedgwick asgroup management training and development manager. After seven years, he wentto training consultant Results International for two years, before joiningFreeserve in November 2001.Liverpool Direct LTDThe teamNo. in HR team 110Staff responsible for  22,000Colette Hannay, Head of HR payrollserviceHeather Shaw, Resourcing officerLiz Taylor, HR and programme managerMike McGurk, Payroll operations managerJohn Skiming, Payroll and pensions managerKeith Bennett, Employment relations managerHuman Resource and Payroll ServiceAbout the companyLiverpool Direct is a joint venture between Liverpool CityCouncil and BT, responsible for managing and delivering Liverpool CityCouncil’s information, communications and technology-based services, andprovides citizens with a single point of contact for all their concerns andenquiriesThe challengeThe council’s HR function had a history of high costs, lowvalue for money and poor performance. Decentralised teams were to be bought togetherinto a single unit within a six-month period, to improve service and drive downcostsWhat the company did– The HR and payroll service joined Liverpool Direct inDecember 2001– HR intranet site was launched in January 2002 to managers andemployees for them to interact with HR– Integrated HR and payroll data allowed employees and managersmany self-service options– Established a new service centre to deal with enquiries thatcould not be dealt with via the intranetBenefits and achievements– Training on the new systems raised motivation– Loss of more than 100 staff (around 50 per cent), resultingin a cost saving of £2m– HR and payroll’s reputation and portfolio of services hasincreased– Overall cost as driven down, while quality was driven up andis now ‘fit to purpose’Norman McQueen says:”What is impressive with this entry is its ability to bring together allthe decentralised teams into a single location within a six-month period andimprove, through technology, its service to customers while driving down costs.The measurable achievements have been made in support of the Council’s overallstrategy.”New LookThe teamNo. in HR team 25Staff responsible for 10,000Sue Lloyd, Logistics HR managerToni Stocker, Trainer assessor – logisticsDebbie Snook, Training adviser – logisticsNatalie Vaughan-Evans, Logistics HR officerSue Goodwin, Senior training adviserDave Putnam, Training co-ordinator – logisticsNew Look Logistics HRAbout the companyOne of the fastest growing retailers in the UK, New Look sellsits own range of clothing through its 500 stores, and has an annual turnover of£600mThe challengeIn 2001, absence levels, stability and staff turnover at NewLook were unacceptably high, with weekly recruitment days necessaryWhat the company did– Created the competency-based pay and training programme(CBPT) within its logistics unit– The CBPT allowed HR to measure productivity and attendance,and then set different pay rates for different members of staff– Took time to get staff buy-in and overcome union disagreementsBenefits and achievements– Saving of £2.9m, £600,000 of which was reinvested in betterpay rates– A recent staff survey shows people are ‘extremely satisfied’in their work and environment– The company now receives more CVs than it has vacancies– Increased productivity– Reduced absenceNorman McQueen says: “Oneof the key strengths of the New Look entry is that it covered a whole range ofHR activities: pay, performance management, training and development, unionnegotiations, absence levels and staff turnover. It has achieved a highexcellence in HR through a technological solution.”CPMThe teamNo. in HR safety team 15Staff responsible for fluctuates between 3,500 and 4,500Caroline Saunders, ConTact projectmanagerAdrian Dutton, Analyst programmerJo Dawson, HR business adviserSandra Thres, Senior recruitment officerPaul Hayward, Client operations managerConTact Project TeamAbout the companyCPM provides its clients with solutions to help them developcloser relations with their customers through merchandising, field marketingand telemarketingThe challengeThe old HR system was preventing the company advancing in theway it believed it could. CPM needed to create an easy-to-use system that drewtogether all strands of information held on its field employeesWhat the company did– Developed a system, ConTact, to consolidate all HR data andfunctions– Communicated clearly with all levels during development ofthe system– Employed a full-time project manager to keep the project ontrackBenefits and achievements– Saves business £300,000 a year– System is so simple new starters can become effective usingit within hours– Allows departmental managers to take responsibility forday-to-day HR– Increased communication between teamsNormanMcQueen says: “CPM’s entry has been shortlisted as it has achieved itsvision of excelling in HR, which contributes to the success of CPM. It hasenhanced HR by developing ConTact, which integrated all forms of data forpersonnel previously held across the business, reducing unnecessary rework,improving efficiency and saving the business money.” Previous Article Next Article Microsoft Business Solutions Award for Excellence in HR through TechnologyOn 14 Oct 2003 in Personnel Today Related posts:No related photos.last_img

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