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Remembering the human beings at the centre of HR change processes – PART 3

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I was looking in my back-up folder for something else and came upon this piece of reflection and advice to myself for the future – written just over 8 years ago, before I blogged or tweeted. I remember sitting down to write this within a few days of completing my involvement with a large-scale change that included a complete restructure and, unfortunately, some redundancies. I nearly said ‘a headcount reduction’ but we all know what that really means!
With some minor editing and anonymisation, I’ve decided to share it in a three-part blog. In part 1, I covered making sure the HR team is resourced, prepared and supported, the importance of accurate data, and engaging with staff, specific and contextualised communications. In part 2, I included timescales and planning, organisational culture, and practical considerations such as consultation, voluntary departures and to use or not to use slotting in.
In this final part, I cover governance, upwards management, appointment processes, more a…

Remembering the human beings at the centre of HR change processes – PART 2

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I was looking in my back-up folder for something else and came upon this piece of reflection and advice to myself for the future – written just over 8 years ago, before I blogged or tweeted. I remember sitting down to write this within a few days of completing my involvement with a large-scale change that included a complete restructure and, unfortunately, some redundancies. I nearly said ‘a headcount reduction’ but we all know what that really means!
With some minor editing and anonymisation, I’ve decided to share it in a three-part blog. In part 1, I covered making sure the HR team is resourced, prepared and supported, the importance of accurate data (more on that in part 3 too), engaging with staff, specific and contextualised communications.
1.Timescales
Need to be realistic! If the change is big and the timescale is short, the more preparation in advance, the better. If the timescale is challenging, be honest with staff and stakeholders as to why. Recognise that a challenging times…

Remembering the human beings at the centre of HR change processes – PART 1

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I was looking in my back-up folder for something else and came upon this piece of reflection and advice to myself for the future – written just over 8 years ago, before I blogged or tweeted. I remember sitting down to write this within a few days of completing my involvement with a large-scale change that included a complete restructure and, unfortunately, some redundancies. I nearly said ‘a headcount reduction’ but we all know what that really means!

With some minor editing and anonymisation, I’ve decided to share it in a three-part blog.
This is my list of what to expect, what to plan for and what to do, following my experience of leading HR for a large-scale change in 2010 to 2011.
It is in no particular order, but starts with preparation, moves onto what to consider, what to do and what employment law knowledge and thorough understanding is essential.

This is very much HR focused, but clearly other teams like Finance and other essential corporate teams such as Communications and …

Nepal November 2020

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I can hardly believe I haven't written a blog in over a year! And what a year it has been, with several ups and downs. Despite some pendulum swings I managed to lose over 4 stone and regain my fitness in that year. I may do some reflective writing about that, but for now, I plan to use this blog to write about my training and fundraising for the challenge of a lifetime.

In Nov 2020, I am taking part in a Himalayan Trek to raise £3500 for Hospiscare, the amazing charity I work for. I am not a natural fundraiser and I can feel awkward making the ask, but I am just going to go for it. I hope that some of you will find what I write interesting and consider donating. For now, here's a poster and my Just Giving Link. Annette Hill Just Giving Himalayan Trek


3,400 metres refers to the altitude, not the distance, by the way :o)

Shopping for a great candidate experience

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We haven’t got the time to do an assessment centre. You haven’t got the time to sort out an appointment that does not work out later on…
We’re so busy, we’ll just squeeze some interviews in next Wednesday. Appointing the right person for the post is one of the main investments you’ll make this week/month/year. This must be prioritised and planned properly.
We’ll try to do the shortlisting tomorrow. What? See above….
Does the above sound familiar? For the last 18 months or so we have been on a bit of a mission to improve recruitment and retention particularly in the retail part of our charity. I blogged about this a while ago A Matter of Manners when we had just adopted this approach. A really important by product is the candidate experience whether or not they get the job. As well as getting the best person for the post, we want every candidate to feel that they had a good morning/day/afternoon with us, received fair feedback and are likely to feel positive about our charity going forwards –…

Leadership and Management. Is there a difference? How much does it matter?

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Once upon a time there was a naïve and idealistic young arts graduate, who was given her first team of 2 people to ‘manage’ in a small office down a dingy corridor in a Civil Service building. A couple of years later, from a shared general office in the middle of a hospital, she was starting out on 20+ years in the NHS in management positions. It was the late 1980s. General Management was the new shiny thing. Administration was well and truly out of fashion. What mattered most for a manager – being liked or being respected? That was a popular question. And of course, the ‘right’ answer was being respected. That person never felt comfortable with that question and the expected response. That person was me.

(Before I continue, please note, or if you are of my vintage, please recall what the 1980s were like generally, and that there was not the wealth of evidence we now have showing the clear link between treating people well at work and better productivity. I always felt intrinsically th…

#HRMixtape2018

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I've kept my HRMixtape short and sweet, some may say sugary sweet. Motown is the theme. It has been my favourite music since I was 14, and it's is where I always turn when I need some music to enter my soul and lift my spirits. Here goes:
1. The way you do the things you do by The Temptations Because everything depends on how we in HR and professions that enable, support and develop people, do what we do. Hopefully this means talking to people, actively listening, interpreting the spirit of the policy, being kind and compassionate always - with toughness when necessary.
The way you do the things you do


2. Reach Out, I’ll be there by The Four Tops Because this gives me the chance to share my favourite flow chart (again) and because it is important that HR reach out effectively to everybody in the business, know the business really well and are there at the heart of things when we need to be.
Reach out, I'll be there.



3. Stop! In the name of love by The Supremes Because this …