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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)