So previously on the HR Directors Business Forum….
One of the sessions I attended was presented by Rachel Denmeade who I believe is Director of Resourcing, Talent & Development (or maybe in a different order) at Everything Everywhere (the name comes from the mission – see picture), the organisation formed by the joint venture between Orange and T-Mobile in the UK.
Now we’ve all been to these sessions where senior people from well known organisations talk you through an episode from their company narrative and they fall broadly into two camps namely:
- We did this, we were amazing and the whole world is now amazing thanks to us
- We did this, some of it worked, some of it didn’t, if we were doing it again here’s what we’d do differently
Thankfully for all present Ms Denmeade chose the latter approach and a very interesting session followed. It’s an absolutely massive (such proper business language) JV and formed from two organisations that were and remain competitive – Orange is owned by France Telecom and T-Mobile by Deutsche Telecom.
There was loads of good stuff contained therein but the point that really stuck with me was the way the Senior HR team chose to resource the change programme from an HR perspective. For any of you who have lived through a significant change programme such as this (I have) the usual approach seems to be to take either external interims/consultants or the usual suspects from the HR team and give them the “new & shiny” work to do. Meanwhile, back in ‘business as usual’ a resentment is growing in the remaining team who are busy cranking out the day job looking over at the new toys and feeling isolated and left behind. In trying to create a new unified culture even the HR approach puts barriers in the way.
What Everything Everywhere decided to do was spread the work across the existing team and get people to take on additional responsibility and accountability for the JV work whilst doing BAU. In the process of this they structured how these people would increase the delegation of work to their teams and support those people being delegated to. I loved this!
Not only do people doing the day job get to play with the shiny but also the people working for them get the development opportunity of covering work at the next level and the sense of increased accountability.
In the list of things that they would do differently if they had their time again I was very pleased not to see this HR structure on the list as something that hadn’t worked and it’s an idea I will pinch pay homage to at some point in the future.
More HR Directors Business Forum stuff to come but now a message from our sponsors….