Changing the present,shaping the future
| Pages | 2-2 |
| Date | 01 November 2004 |
| Published date | 01 November 2004 |
| DOI | https://doi.org/10.1108/14754390480000565 |
| Author | Josie Salkey |
| Subject Matter | HR & organizational behaviour |
Volume 4 Issue 1 November/December 2004
2
FROM THE EDITOR
,
CONTACT
Josie Salkey
E-mail: josie.salkey@melcrum.com
,
Changing the present,
shaping the future
the National Crime Squad, Chris Riley explains how
communication and feedback helped the organization
implement a competency-based pay structure that also
rewards exceptional performers.
A high degree of employee involvement was also key
to successful change at Premier Farnell. The HR team
knew that senior buy-in was essential if it was to engage
employees to become more customer-focused and
deliver sustainable, long-term sales growth. Not only
did its top 50 leaders around the globe give input into
creating the values, they each facilitated workshops for
groups of eight employees at a time to bring the values
to life. Discover how values are helping the company
achieve its desired market position in Internalizing
values at Premier Farnell.
In this issue’s final feature, the Corporate Research
Forum reveal what the HR function of the future
might look like and the key capabilities it will need.
Find out how HR leaders can drive future competitive
advantage in The “fit for purpose” HR function.
New editorial board members
I’m delighted to welcome two new members to the
Strategic HR Review editorial board. Nigel Perks, group
HR director at LogicaCMG and Mike Hickes, VP of
global HR strategy and organizational development at
Motorola, have joined our panel of experts to help steer
the editorial direction of the journal.
Finally, a challenge. No HR practitioner can steer
major organizational change without operating at a
strategic level. So, before delving into this issue, why
not put yourself to the test by answering Robert “Jake”
Jacobs’ test on page 3?
Enjoy this issue!
Many have heralded the new role of HR as the driver
of organizational change, whether it be a restructuring,
merger, acquisition or shift in corporate culture. If HR
is to be successful in engaging employees through
transitions and new initiatives it needs to embrace the
role of change champion. The HR professionals in this
issue of Strategic HR Review all demonstrate the ability
to overcome resistance and find ways to win support
from employees and leaders alike.
Meeting the merger challenge
The task faced by Nigel Perks, the then HR director at
IT services company Logica, was to merge the
company with competitor CMG to create a single
organization that employs 20,000 people across 34
countries without a break in financial performance.
Find out how a new company ethos and local
champions helped ensure success in Managing the HR
challenges of a major global merger.
One of the key success factors in the LogicaCMG
merger was the pre-planning that paved the way for
swift implementation of new processes and procedures.
A “before, during and after” approach to large-scale
change is also advocated by Bill McCarthy of Penna in
The two dimensions of organizational change. As well
as considering the timeframe, says McCarthy, change
should also operate across three distinct levels – the
organization as an entity, its managers and its
individuals.
Don’t just tell them, involve them
As most HR professionals know, one of the most
emotive issues for employees, and one of the most
difficult elements to change, is the way that decisions
on employees’ pay and career progression are made. For
the UK’s National Crime Squad, changes to its reward
strategy were imperative – it faced increasing
competition for key staff and dissatisfaction in the way
performance was rewarded. In Rethinking reward at
Josie Salkey
© Melcrum Publishing Ltd. 2004. For more information, go to www.melcrum.com or e-mail info@melcrum.com
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