NEW REPORT

What you will learn from these HR case studies

Improve the strategic value of the HR function
Kelly Services’ HR Director extended the recruitment company’s commercial proposition by developing an HR function to deliver a service that could be drawn on by clients as well as internal business units.

Raise HR’s credibility through benchmarking and measurement
AIB raised the profile of HR in the eyes of the board, employees, investors and other stakeholders through a combination of external benchmarking, measurement, and closer integration of HR with decision making with all levels of the business.

Increase the chances of a successful HR scorecard implementation
Borealis avoided the temptation to develop the ‘perfect’ scorecard, rushing the objective-setting phase to focus on measures and underestimating the importance of internal communications. Tying incentive-compensation to scorecard results proved to be an effective means of promoting buy-in to the scorecard.

Track the strategic value and ROI of training
Nextel developed a Training Scorecard to improve the linkage with strategic and operational needs. Learn how the training department developed the competencies and skills to implement the system and the benefits this generated.

Measure staff engagement to performance goals
Central Norfolk Health & Social Care Economy set out to improve patient care and meet the principal aim of its Performance Improvement and Transformation Programme. Find out how it used a cultural survey to measure commitment to the initiative, gauged staff take up of key tools and concepts and evaluated engagement through the programme.

Stimulate innovation and smart ideas
Nortel’s Intellectual Property Awards and Recognition Plan is designed to encourage the contribution of new ideas and insights. Its ideas disclosure process is part of a larger cultural change strategy to encourage individuals, and the line managers who oversee their work, to see protecting and nurturing intellectual property as a key – and measurable – corporate goal.

Manage talent management risks
First Data Corporation reworked its employer brand and introduced a range of initiatives to ensure that it retained its best people through enriching the employee experience, talent nurturing schemes and developing a talent management capability in organisational development and HR. Find out how it developed a talent risk management process to quantify risks and their impact on the business.

Improve talent capabilities enterprise-wide
ST Microlectronics put the emphasis on learning, personal progression and flexible employment practices in improving talent levels across the organisation. Find out how it developed a corporate university and work-specific action training as part of its programme.

Restructure reward and introduce a performance culture
Introducing a business and performance-based approach to reward meant that BT had to overcome resistance to change and gain acceptance of new principles and approach. Find out how the company tackled the organizational and behavioural challenges in launching its total reward programme.

Improve staff retention and raise performance
Nationwide successfully reduced its annual staff turnover below the financial service sector average, particularly by reducing short-service leavers. Find out how it structured its reward scheme as part of its bid to improve engagement across the business.

Establish the link between reward and engagement
Find out how the Royal Bank of Scotland Group established causal linkages between reward and engagement and uses staff feedback to continuously improve its reward schemes and practices.

Maximize the value of recognition and intangible rewards
Discover how Penna Consulting used job placement in community projects to strengthen staff engagement and also develop valuable skills among its consultants and tracked the results through its Pulse survey.

Take a phased approach to managing radical change
Steering Reuters safely through a major crisis in the business after the turn of the Millennium involved making a series of rapid changes in a well-established company threatened by technological and competitive forces. Find out how it used communications, consultation as part of its three-phase change programme.

Align compensation with a triple-bottom line
Learn how Novo Nordisk aligned compensation with its primary financial, environmental and social performance goals and manages performance through its balanced scorecard. Find out also what the company learned about successful scorecard implementation.