One day workshop for a collection of both senior and junior HR individuals on recent developments with an emphasis on best practice, delivered in London.

1. Personnel and Human Resources-adding value by Fluid March 2010

2. Page 2 Contents 3-4 Introduction to Fluid 5-7 Business partner 8-11 Real-life example of business partner 12-13 Raise the profile of HR 14-15 Exercise A 16-18 Measurement 19-22 Real-life example of measurement 23-32 Outsourcing 33-34 Exercise B 35-36 Making an informed contribution to mergers & acquisitions 37-39 Technology and software 40-43 Real-life example of technology 44-52 Making an impact 53-55 HR as a career 56-57 Conclusion and questions

3. Page 3 Introduction

5. Selection- Attraction - Remuneration & Reward - Outplacement - Training & HR consultancy

6. Page 5 Business partner

8. Business HR strategy/workforce planning

9. Talent management

10. People and leadership development

11. Organisational effectiveness

12. Labour/employment relations

13. Total rewards

14. Performance management

16. BDO Stoy Hayward

17. Coca Cola

18. EDF Energy

19. Glasgow Housing Association

20. Iceland Foods

23. The AA is the largest motoring organisation in the UK, providing breakdown cover, insurance and associated motoring products.

24. THE CHALLENGE

26. Built a new HR structure around the business partner role

27. Business partners managed outsourcing contracts to help deliver savings to the business

28. Introduced new employment contracts so 96% of patrols accept flexible working

29. Launched performance management measures and incentives

31. Profit has grown to a forecast £257M

32. AA Insurance reduced employee numbers from 1700 to 1300 in two years whilst attrition fell from 52% to 21%

33. AA Insurance achieved a 45% increase in profitability over three years

34. Temp costs were cut from £4M to £3M

37. Find out what others think

38. Make sure you can do it

39. Publicise your service

40. Impress those at the top

41. Walk the talk

43. Page 15 Exercise A

44. Page 16 Measurement

46. Accidents at work (and near-misses)

47. Appraisals

48. Attrition rates

49. Employee satisfaction surveys

50. Exit interviews

51. Interviews

53. BSkyB

54. Malmaison

57. Standard Chartered Bank has increased revenue and headcount substantially throughout the banking crisis. Despite being consistently ranked in the top 25 of the FTSE100, 90% of its profits come from Asia, Africa and the Middle East.

58. THE CHALLENGE

63. Human resources outsourcing

64. Business process outsourcing

65. Offshoring

66. Shared service centres

67. Key performance indicators

68. Service level agreements

70. Identify how outsourcing fits with strategic objectives

71. Agree which core competencies should be kept in-house and which should be outsourced

72. Identify a complete view of internal HR service delivery costs, the main cost drivers and the potential savings/investment

73. Assess internal outsourcing and explore how shared services may deliver the same benefits but with greater control

75. Develop a clear view of the capabilities and reputation of each of the main providers

76. Standardised and simplified processes and procedures before outsourcing

77. Discuss in detail the concept of outsourcing with customers and other key stakeholders

78. Define the key success measures used to judge the performance of the outsource provider

80. What is their implementation plan?

81. What is their delivery model and what resources will they commit?

82. Where are the lines drawn?

83. How binding is their proposal-will they be flexible and adjust to your requirements?

84. What are the legal and regulatory issues of the arrangement?

86. Employee record-keeping

87. Recruitment

88. Reward and compensation

89. Payroll

90. Pensions

91. Performance Management

93. Be ware that outsourcing inevitably leads to a loss of expertise and infrastructure in-house that cannot be easily recovered

94. Outsource process-based functions, not relationship-based ones

95. Don’t underestimate the turmoil of the transition

96. Transformation won’t be as fast as you hope

98. The fundamental difference between the contractor looking to maximise profit and the client aiming to minimise cost

99. Loss of control over service performance

101. Shared services

102. In-house

104. Accenture

105. BBC

106. Cable & Wireless

108. Page 34 Exercise B

109. Page 35 Making an informed contribution to mergers & acquisitions

111. Get involved early

112. Develop project plans

113. Get a handle on legal issues

114. Identify they key players

117. Specialist area

118. Main HR specific products

119. Compatability/modularity

120. How administered

121. Support given

123. Astra Zeneca

126. NHS Jobs is the online electronic recruitment service for NHS organisations in England and Wales, provided by NHS Employers.

127. THE CHALLENGE

129. Launched NHS Jobs which was adopted by all employers in the NHS as an electronic recruitment service

130. Enabled NHS organisations to advertise up to 150000 vacancies online, whilst receiving and managing online applications

131. Allowed NHS trusts to record all recruitment data from a single source

133. Saved the NHS in excess of £40M a year

134. Vacancies can now be advertised immediately for applicants to apply online at any time

135. NHS Jobs links to the NHS HR Management system to maintain, control and enable easy data transfer

138. Originality

139. Personal influence

140. Practical relevance (for thinkers)

142. Ambassador

143. Respected

144. Consistency/tenure

145. Track-record

146. Leadership

147. Teacher

149. Mergers

150. Change

151. Employer branding

152. Employee value proposition

153. Human capital measurement

154. Turnaround

155. Performance management

156. Talent management

157. Diversity

158. Flexible working/work-life balance

159. Positive HR thinkingMaking an impact 3 of 8

161. Intelligence

162. Modesty/selflessness

163. Understanding/insight

164. Passion

165. Integrity

166. Presenting

167. Courage

168. Persuasiveness

169. PragmatismMaking an impact 4 of 8

171. Ambassador

172. Respected

173. Teacher

175. Industrial relations

176. Employer branding

177. Engagement

178. Wellbeing

179. Change

180. Psychology

181. Leadership

182. Social networking

183. Performance

184. Excellence

185. Human capital

186. Measurement

187. Diversity

188. Business partnersMaking an impact 6 of 8

190. Insight

191. Intelligence

192. Networking

193. Experience

194. PersuasivenessMaking an impact 7 of 8

196. BT

197. Ladbrokes

198. South Tyneside Council

199. ThorntonsMaking an impact 8 of 8

200. Page 53 HR as a career

202. Network

203. Know what you want

204. Mentor

206. Mid-career HR professionals often have to find a generalist role in order to consolidate progress

208. Page 57 Conclusion Summary Questions