Beruflich Dokumente
Kultur Dokumente
Managing talent
The HR team at Sage are heavily involved in many
different programmes and initiatives across Sage. A
primary focus is the need to get the right people into
the right jobs, explains Leisa, we have to ensure that
we can attract, reward and develop talent, so in HR
we have a core strategic role to play, understanding
the capabilities of the talent already in the business
and meeting the businesss future needs. This focus
is reflected in Sages investment in talent management
in order to both develop talent from within while also
attracting new talent, in a market in which there is
enormous competition for the brightest and the best
people.
Engaging employees
HR is also very involved in employee engagement
initiatives, reflecting the extension of its remit far
beyond pay, rewards and policies. Engagement is
all about aligning corporate values with employee
ethics, so as the focus in HR moves more and more
towards the management of human capital, fostering
engagement is vital to our ability to retain talented
employees and create a more positive corporate
image, which leads to a healthy, competitive and
effective organisation. says Leisa.
Facilitating innovation
The importance of encouraging behaviours that will
drive the organisation forward comes to the fore
when considering innovation, a core value at Sage,
and fundamental to the companys current and future
success. According to Ian Clarke, Research and
Development Director for UK and Ireland, innovation
is an evolutionary process. HRs role is to ensure
that we have an open, free, and empowered culture
and that we recruit, retain and nurture talent in the
organisation, he says, If there was too much form
filling, or we made the process too cumbersome
people would be less likely to come forward with their
ideas.
And the HR team itself are also part of the Sage
innovation culture. HR has recently introduced its own
innovative online system to enable staff to customise
their benefits package via a self-service website.
explains Ian.
Developing leaders
The HR team is also very involved in the development
of leaders at Sage. People dont leave companies,
according to Leisa, they leave managers. This means
its very important that we develop a leadership
standard that everyone adheres to and which
supports the needs of our people and the goals of our
organisation. Sage believes that people are looking
for leaders who inspire, coach and develop them. We
have developed the Sage Leadership Standard, or
SLS, that all our current and future leaders go through.
It comprises much of what is traditionally associated
with HR including performance reviews, career
development and 360 feedback, but it also goes
much further.
There are six elements to the SLS which everyone
needs to buy into, explains Jayne Archbold,
Managing Director for Sage Accountants Division, and
someone with personal experience of the SLS. We
want all our leaders to be passionate, accountable,
collaborative and enterprising. They should bring
Sages values to life, creating the conditions for others
to succeed, but how they do this will differ across the
business. We are not trying to create clones, people
must play to their own strengths.
Measuring success
Another major change Leisa has seen is in the
measurements applied to HR. Paul Stobart believes
that HR directors should be incentivised and
remunerated on commercial factors that affect the
success of the business, as Leisa explains. Our
success is measured on a variety things, and were
starting to introduce more commercial factors into
the way we measure how were adding value. This
greater focus on the commercial aspects is also
reflected in the make up of the HR team, which
is increasingly includes people who have a mix of
commercial and HR experience. We look for the best
people first and qualifications second, says Leisa. I
have enormous respect for CiPD, Leisa continues,
they offer excellent research and their articles and
website are very good, but we dont consider CiPD
qualifications essential for a job in HR.
A change of name?
This approach very much reflects the views of Paul
Stobart, who believes that the very term HR may
come under pressure in the future. HR still sounds to
many people as if its about process, administration,
policy, discipline and rigour. Of course this is still
an important element of the job according to Paul
but, he continues increasingly the more important
part of the job revolves around making the most of
ones people, giving them the best opportunities to
succeed. I wouldnt be surprised if the HR directors of
the future are pulled from all aspects of the business
because their job really is to harness, nurture, develop,
and support the most important asset that most
businesses have, their people.
Paul also endorses the increasing importance of
commercial metrics on HR. I think all HR directors
should be incentivised and remunerated on the
commercial factors as well as on how well they do the
job of process and policy. The HR Director at Sage
is absolutely accountable, along with the rest of the
executive team, to deliver on Sage UK and Irelands
numbers and I know she feels that deeply and
personally.
Ongoing change
Despite all the changes that have taken place in
HR to date, Leisa thinks there is still much more to
come. We are always looking to see what other
organisations are doing, and we are focused on
finding innovative ways to ensure we are the very best
employer we can be. After all, Sage is only ever going
to be as good as the people that work for it, so we
need to make sure we get the very best out of our
people.