HR PERSPECTIVE
In the context of good work, Ms Hughes
D’Aeth also acknowledged the important role of the BBC’s culture in talent attraction, recruitment and retention. “One aspect is employee experience – the way we in HR provide services at the moments that matter, e.g. staff induction and maternity leave. This is thinking about the employee and putting them at the forefront rather than thinking always what we need.” For Mr Moir of Edinburgh City Council,
there were “huge parallels” with the BBC. He also noted the need for transparency in the public sector and to think differently about digital and revenue generation, and the skills the organisation needs to do this. “It’s about commercial skills and income maximisation, including finding different ways of funding the body. The area of discretionary fees and services is a whole change for us.”
GOOD WORK IN THE GLOBAL CONTEXT Exploring these aspects of the future workforce and skills through the lens of good work, Mr Cheese asked the panel what these might look like. Ms Pickering believes “the days when we own our workforce are coming to an end.” She added, “I think we look at this much more creatively. We need to get into a much more personal relationship with people and how flexibly we can pivot. People who can do that will be successful in the future.” In the context of rising personalisation,
this can be problematic as legislation, such as IR35 and its application, struggles to keep up with the changes in this still- evolving – and tricky – area. For the LSE, the company’s workforce will also be
increasingly international, adding another level of interest to the idea of good work. Operating primarily in Italy, the UK
and North America, LSEG’s acquisitions and partnerships with governments mean it is finding sustainable, mutually beneficial ways to develop the skills the company needs. “This is about of skills and growth,” said Mr Jones. “Of course, there is margin pressure, but it’s not about cost. It’s about growth and de-risking. We can build our team. We have to also build resilience – finance is too big to fail.”
INTERNATIONAL WORKFORCE, THE GLOBAL MINDSET AND SUSTAINABLE BUSINESSES Asked if the political swing back to nationalism being seen in elections around the world will impact this approach, Mr Jones said that it was already “too late” to worry about this and looked at the opportunities across the workforce instead. He suggested that quality reskilling to
equip people for future opportunities is one answer for those worried about their job being outsourced. “My guidance on that would be to get people more involved by helping to do the process and the tech, and becoming experts in outsourcing for example so they have transferable skills.” “Many of the barriers have already been
broken down,” said Mr Jones about rising nationalism, adding that his clients expect the business to be multinational. “If I’m being candid, we need to encourage people to be more global in their mindset.” Mr Moir explained that even for
Edinburgh City Council, serving the city’s citizens, businesses and visitors well
demands a global supply chain. “It is about the skills we want to keep in the city – where 25 per cent of children are below the poverty line – and those we want to grow in Edinburgh. There’s a trade-off there for good work and creative work, and getting knowledge, workers and outsourcing.” Location is also vital at the BBC and
for the idea of good work, said Ms Hughes D’Aeth. As well as having news reporters in 75 countries around the world, she noted the need for a regional as well as a more global outlook. “In the UK we have been seen traditionally as very London centric. We are trying to represent the UK in its entirety, which will help local skills.”
THE WAY AHEAD FOR HR Ultimately, the concept of good work, the increasingly international context and the deeper meshing of business, quality work, purpose – and perhaps by extension social justice – represents a real opportunity for HR; something the panel are agreed on. As the people profession, it has a
privileged oversight across the business. It is perfectly placed to influence boards and leadership teams, as well as the line managers who are so critical to making good work happen. “HR has evolved massively and it is a great opportunity for all of us in HR to support organisational strategy and success,” said Ms Hughes D’Aeth. “First, this is about making sure the strategy is understood by employees and their part in it. “Next is working with the organisation
to work out how best to organise around it. That whole space is really good to get into to influence. Are you making sure those jobs are going to be interesting? Then you get in the piece around the job description, evaluation and career frameworks, which is really important. “Then policies, for example around
work-life balance. Managers can have a massive impact. This is a huge amount of work, so seek evidence-based analytics and give decision-makers insights. This is a wonderful profession to be involved in.”
For more information on CIPD ACE 2019, visit:
events.cipd.co.uk/ events/annual/
2020 THINK
Valerie Hughes D’Aeth, BBC, Ann Pickering, 02, Tim Jones,
London Stock Exchange, Dr Stephen Moir, The City of Edinburgh Council & Peter Cheese, CIPD, speaking at the 2019 CIPD ACE.
Is your HR team making an impact? Enter the Think Global People Awards 2020
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