Industry news

As the UK business environment continues to be the subject of debate, organisations across the globe must look at developing talent for what can only be described as an uncertain future. With the pace of change in the global working environment quicker now than ever before, adapting to this shifting environment is becoming a high priority for businesses worldwide. But is everything really being done to build and develop future talent pipelines?

The daunting challenge for HR at this time is forecasting, attracting and retaining the talent needed for what is ultimately an uncertain future. This subject formed part of the recent Ochre House HR Directors Annual Symposium where the speakers and delegates looked at what HR needs to do to face this immense challenge.

In his presentation, David Stephenson, Head of Learning and Development at Telefónica O2 UK and Ireland, claimed that for HR to deal with and benefit from this fast moving environment, businesses need to be encouraged to bring on board people who thrive on ambiguity, complexity and uncertainty. Ideally, organisations need a balance between people who fit with the company in its current state, and ‘maverick’ types who bring a new perspective to the table.

Recruiting this type of skill is understandably going to be difficult though. The natural inclination is always to recruit in your own image, so it will be a steep learning curve to recruit a whole new persona. Added to this, these mavericks have a tendency to rapidly move on from organisations that have not created an environment where their attitudes and approaches are recognised and valued.

With these barriers making it difficult to attract and retain these mavericks, Stephenson argued that the HR profession will need to take a more relaxed approach and take more risks on people who do not obviously fit with the company’s current state. To do this it will need to be accepted that this approach can lead to a high attrition rate as the value of such people does not lie in their long term aspirations. The benefit is more likely to be found in their role as short-term catalysts for change and development.

This methodology is not something many in the HR profession are likely to feel fully confident in implementing, but it is a necessary alteration in this changing economy. The ability to adapt to shifting markets will be crucial in coming years and simply having good people to meet the current demands is no longer enough.

As Stephenson alluded to, the key element to developing the talent management strategies in this uncertain economy is flexibility. It is perhaps difficult to consider incorporating flexibility into a strategic plan, and is something which is likely to require a change of mindset for some HR professionals who are used to working in a fixed, more structured way, but it is achievable.

The full analysis of the HR Directors Symposium is available in the Ochre House White Paper Redefining business value through a talent centric approach. For a copy of the report please contact Prashanie Dharmadasa: prashanie.dharmadasa@ochrehouse.com

NOA Strategic Leadership Masterclass

23rd November 2011

When gearing up to outsource, it is vital to get the preparation and planning right. The NOA has published an Outsourcing Lifecycle Model which its members embrace (if they don’t have their own). The model has ‘Strategic Leadership’ at its core, reflecting the need for strategic leadership to link and drive forward the other key stages of the lifecycle model: Relationship Engagement Transition and Change and Relationship Management.

The NOA strategic leadership masterclass was introduced by Yvonne Williams, NOA board member, and highlighted examples of best practice in strategic leadership in outsourcing.

Paul Bamford, Director, Logica, presented on the benefit of alignment from a supplier perspective, looking at sourcing.

Paul said: “It may sound obvious but knowing what you need is so important. Having an understanding of your requirements will make your supplier selection and ongoing collaboration a lot and easier and more effective.”

Answering the question, how will companies alter their sourcing mix in response to the stubborn economic downtown? Paul replied: “I predict vertical services will be serviced independently. Users will have access elements of services on demand with a pay as you go model.

“Remember, it is ultimately not the skills that make a great team member – it’s the ethics and inner belief in that individual.”

Paul’s tips on how to assess your suppliers.

1) Evaluate suppliers against their ability to drive outcomes against the needs

2) Know what you want through the eyes of internal stakeholders

3) Finally don’t select on what they can do for you today – as a bare minimum evaluate on their 3 year plan and trajectory

Perran Jervis and Bill Hull, Partners, TLT, presented next and looked at sourcing strategies from a legal perspective

Bill said: “Management is a critical part of multi-sourcing arrangements. Communicating objectives, planning, recruiting suitably skilled management, adopting technology to facilitate planning and management are all essential while communicating objectives throughout the planning of an outsourcing agreement.

“Sourcing strategies need to be chosen based on the following factors: cost efficiencies, improved service levels, flexibility innovation, best-in-breed. Communication is vitally important and making sure that business stakeholders, suppliers, advisors and the partnership are updated thought the selection process will be of great benefit.”

Derek Parlour, Head of Commercial, NRE, was the final speaker at the masterclass and presented a case study on matching outsourcing strategy with business requirements.

Derek said: “We needed suppliers to break our systems into smaller chunks - making sure the systems are scalable and best of breed for each was essential. We multi-source are entire operation which means it is easy for us to change providers. This is especially important when versatility and flexibility is crucial to the running of your business. Most of our contracts are for 12 months with extensions.

“However multi sourcing places a high degree of responsibility and management overhead on the client. Governance is more complex and you need to ensure there aren’t gaps between services and needs.”

To view the speaker’s slides from this event, please visit www.noa.co.uk

29th November 2011

In September 2011, 40% of government contracts were agreed with small and medium sized enterprises (SMEs), compared with only 5% in January, according to John Collington, the government’s chief procurement officer. SMEs are truly on the rise and the NOA are determined to ensure that they have the events, opportunities and resources to stand out throughout the upcoming year.

The NOA SME steering committee was chaired by Bharat Vagadia, NOA Representative for SMEs, who steered the committee through the following agenda items:

 Key issues facing UK SMEs with respect to the use of outsourcing

 Key issues facing UK SMEs with respect to the supply of outsourcing services to the SMEs

 Top priorities for the industry

 Top priorities for the NOA

 Key themes that should be covered at the seminar

It was agreed that a standard definition of a SME would be useful. Attendees discussed which organisations could help the NOA which included the European Union of Business, Federation of Small Businesses and the Chambers of Commerce.

Outsourcing as a term should be broken down and become more user friendly for SMEs. Smaller organisations believe they don’t have the capability to organise outsourcing requirements however a series of ‘checklists’ and ‘guides’ may prove them wrong and be helpful for start-up companies. SMEs primarily want to know if they are getting a fair deal and where they can get more information.

Key Issues facing UK SMEs with respect to the use of outsourcing

 Knowledge of outsourcing process – where to start

 Expertise in outsourcing – how to manage successfully

 Expertise of contracting and managing the diet

 Lack of skills – e.g. programme management

 Tools and templates – what to outsource, legal templates etc

Key Issues facing UK SMEs with respect to the supply of outsourcing services to SMEs

 Marketing channels – how to get to potential customers

 Sales – how to engage potential buyers

 Educating the customer – benefits of outsourcing

 Gaining trust – against the larger players

 A specific issue in the public sector

The steering committee concluded with suggestions for the NOA to make itself more SME friendly. The following points will be discussed at a board level and fed back at the next meeting:

NOA Suggestions

 SME / NOA Linked in forum

 SME Checklist / FAQ

 Public Sector / SME case studies and speakers

 Briefing papers on a variety of outsourcing topics

 SME focus on NOA website – focus on education

 Tool and templates

 Informal networking events

 BSI sponsored events

 Online survey to all SMEs

 Summit SME focus – breakfast briefings and breakout

To view the slides from this event, please visit http://www.noa.co.uk

A new initiative is to be launched by the NPIA to help police forces in the UK save up to £3m a year spent on analysing crime scene samples.

The agency is seeking private sector partners to help develop cutting-edge technology that will enable crime scene investigators to identify quickly whether forensic evidence contains human DNA. This will enable forces to decide whether to send the sample to an approved forensic laboratory to produce a DNA profile that can be searched against the National DNA Database.

The aim is to have the new technology operational in spring 2012.

Currently, forces spend millions of pounds sending crime scene samples to laboratories for screening only to learn that no human DNA is present.

Simon Bramble, Head of Police Science and Forensics at the NPIA, said: "This represents a great opportunity for private sector expertise to be involved in developing a major technical innovation that will help the police service dramatically save time and money in analysing crime scene evidence.

"One of the most important aspects of any crime scene investigation is to determine whether human DNA is present in forensic evidence collected at crime scenes so that it can then be searched against the National DNA Database if needed. This can provide a crucial lead in a crime investigation.

The Cabinet Office has appointed Emer Coleman as deputy director of digital engagement for the Government Digital Service (GDS), the team tasked with transforming the government's online services.

For the past two years Coleman has been director of digital projects at the Greater London Authority, where she helped open up transport data and launch the London Datastore, a website containing sets of public information that can be viewed by the public free of charge.

"I am grateful for the opportunity to be part of revolutionising government digital services, if not a little daunted to say the least," said Coleman.

"I hope that the collaboration with those interested in the public realm, which was the hallmark of my work in the London Datastore, continues and grows in my role in GDS. I look forward to continuing that conversation".

Australian infrastructure firm UGL Ltd have bought UK consultancy DTZ Holdings for 77.5 million pounds ($121 million), in a move to expand its corporate property services and capture growth in China.

The deal would give UGL combined annual revenues of A$5.1 billion ($5.2 billion) and was expected to be marginally earnings per share accretive from fiscal year 2012, UGL said.

NICE Systems Ltd. has acquired California-based service and sales performance management solutions provider Merced Systems Inc. for $150 million.

NICE will also pay up to $20 million in cash subject to Merced meeting certain performance targets. NICE expects to close the acquisition during the first quarter of 2012. NICE expects Merced to add $55 million to 2012 to its non-GAAP revenue and $0.10 earning per share in 2012.

Merced provides software as a service (SaaS) Service Performance Management solution provides performance analytics and dashboards, service coaching, incentive management and real-time reporting for enterprise service personnel. Its Sales Performance Management provides incentive and quota management, performance analytics and dashboards, sales development and coaching, and other analytics solutions.

Big Ambition is an innovative programme that seeks to attract teenagers towards education and careers in IT. It focuses on helping 14 to 19-year-olds make informed decisions in a way that is accessible and interesting.

Internet for Business (IFB) has been chosen to take part in a video project that encourages school-leavers into a career in IT. Thirty-two companies have been selected to create a case study in a four-minute video. Each film focuses on the day-to-day running of the company, and gives viewers an insight into what working for IFB would involve.

IFB operations director Graeme Gordon said: “It is great that we have the opportunity to encourage young people to join our industry. IFB is a forward-thinking, rapidly-growing organisation and this provides us with the ability to offer the highest levels of service and training and it is fantastic that we have the chance to inspire people to join the industry.”

Capita is to handle the BBC's TV licensing collection and administration for another eight years.

The deal, which comes into force in July, is expected to be worth about £560m to Capita but it will also save the BBC more than £220m over the contract.

Zarin Patel, BBC chief financial officer, said: "Capita's bid was the best both in terms of innovation and efficiencies and so offered best value for money."

SA can take advantage of Europe’s economic climate to become a top destination for business process outsourcing, including call centres, according to Full Circle CEO Franco Cotumaccio.

With the uncertainty in Europe, companies were looking to outsource call centres to cheaper labour centres and SA could benefit.

Earlier this year, US online retail giant Amazon said it would expand its call-centre operations in Cape Town, creating 1400 jobs by the end of next year.

Full Circle was established in 2005 and helps international companies to move their call centres offshore. Mr Cotumaccio said on Wednesday that SA had a "rich proposition" globally that put it at an advantage ahead of peer countries such as India.