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What is world-class HR and OD?

What do we mean by world-class HR and OD, and what are the factors that underpin world class HR and OD services? The world-class model of HR and OD brings together different strands of IES research and consultancy experience, is informed by good practice from organisations in both private and public sectors, and checked against other key NHS frameworks such as World-Class commissioning and Improving Working Lives.

The model reflects the key dimensions of HR and OD work as:

a deliverer of services and facilitator of people management and development
a provider of a policy and practice framework
the guardian of organisational values
delivering efficiency as well as effectiveness and
achieving a strategic focus and business alignment.

A model of world-class HR and OD

The model

We have conceptualised the attainment of world-class HR and OD practice as a series of building elements. The principal roles of ‘deliverer of services’ and ‘facilitator of people management’ form the two main pillars on which rest the foundations (efficiency) and building blocks (effectiveness) necessary to reach the pinnacles (strategic level), and thus aspire to be world-class.

The other dimensions that we see as enabling HR and OD on its journey to become world-class are: the extent to which HR and OD creates value, together with the degree to which it achieves sustainable innovation. Furthermore, HR and OD cannot be said to be truly world-class, in our opinion, without demonstrating its impact on the business. This we have placed at the core of our model.

The factors

Contained within the model are seven factors that together enable HR and OD to reach world class. Continuing our building analogy, these are arranged against the different elements of the building (eg foundations). The factors are themselves underpinned by a short number of descriptors. While these will apply differently to different organisations and circumstances, the model, its factors and descriptors support a methodology to help NHS North West organisations assess where they are on the journey to deliver world-class services.

a short version of the model – a PDF document containing all the web content on the world-class model
Towards World-class HR Capacity and Capability for NHS North West: the full report (27pp, PDF) – how the model was developed, case studies and further reading

Seven key factors define world-class HR and OD:

The foundations

The building blocks

The pinnacles

The enablers:

Creates value, innovates and demonstrates impact

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the project world class? methodology the survey capacity data workshops/ documents case studies help and FAQs contacts newsfeeds free Acrobat Reader for PDF files	What is world-class HR and OD? What do we mean by world-class HR and OD, and what are the factors that underpin world class HR and OD services? The world-class model of HR and OD brings together different strands of IES research and consultancy experience, is informed by good practice from organisations in both private and public sectors, and checked against other key NHS frameworks such as World-Class commissioning and Improving Working Lives. The model reflects the key dimensions of HR and OD work as: a deliverer of services and facilitator of people management and development a provider of a policy and practice framework the guardian of organisational values delivering efficiency as well as effectiveness and achieving a strategic focus and business alignment. A model of world-class HR and OD The model We have conceptualised the attainment of world-class HR and OD practice as a series of building elements. The principal roles of ‘deliverer of services’ and ‘facilitator of people management’ form the two main pillars on which rest the foundations (efficiency) and building blocks (effectiveness) necessary to reach the pinnacles (strategic level), and thus aspire to be world-class. The other dimensions that we see as enabling HR and OD on its journey to become world-class are: the extent to which HR and OD creates value, together with the degree to which it achieves sustainable innovation. Furthermore, HR and OD cannot be said to be truly world-class, in our opinion, without demonstrating its impact on the business. This we have placed at the core of our model. The factors Contained within the model are seven factors that together enable HR and OD to reach world class. Continuing our building analogy, these are arranged against the different elements of the building (eg foundations). The factors are themselves underpinned by a short number of descriptors. While these will apply differently to different organisations and circumstances, the model, its factors and descriptors support a methodology to help NHS North West organisations assess where they are on the journey to deliver world-class services. a short version of the model – a PDF document containing all the web content on the world-class model Towards World-class HR Capacity and Capability for NHS North West: the full report (27pp, PDF) – how the model was developed, case studies and further reading Seven key factors define world-class HR and OD: The foundations Gets the basics right Supports people management Factor 1: Gets the basics right delivers excellent services via high speed, low cost processes over the long term, not just the short term standardises policies, systems and processes where the advantages of commonality outweigh any resulting inflexibilities earns credibility by delivering excellent administrative support and processes for employee personnel transactions and contractual arrangements implements automated and/or outsourced processes where real benefits to HR and its customers can be demonstrated against the investment needed [close] Factor 2: Supports people management ensures the right people with the right skills are recruited for the right jobs in time equips managers to implement recruitment and development processes that draw upon good practice advises managers on difficult absence, employee relations, capability or performance issues, balancing local with organisational needs manages risk to ensure organisation is legally compliant yet meets organisational needs [close] The building blocks Achieves desired results for the business Has a compelling employee proposition Factor 3: Achieves desired results for the business provides a fit for purpose infrastructure (policies and processes) to support organisational performance tailored to local as well as organisational needs develops a workforce strategy to meet organisational needs for skills now and in the future implements people-centric change programmes to create value through people for the organisation HR function has a clear purpose, structures itself in the most effective way and regularly communicates what it does has highly expert and visible professionals with clearly defined roles and invests in its own staff development [close] Factor 4: Has a compelling employee proposition fosters a culture of high performance by providing high value added systems and processes and equips managers and employees to implement these attracts, develops and retains diverse talent against an identification of organisation’s needs now and in the future provides outstanding learning and development opportunities to support managers get the best from staff proactively develops partnerships with managers based on a shared understanding of the impact of people management on the business facilitates managers to build employee engagement, commitment and motivation and understand how it links to individual performance [close] The pinnacles Aligns and integrates with the business Proactively leads the people agenda Factor 5: Aligns and integrates with the business ensures line of sight at all times with the organisation aims and its customers acts strategically to influence business decisions and provides solutions to meet changing business needs before they arise integrates all of what HR does with people management and development activities to form a coherent whole forms internal and external strategic alliances and partnerships scans horizon to anticipate upcoming issues – legislative, labour market, reputational [close] Factor 6: Proactively leads the people agenda focuses on people issues that really matter to the business helps create and support the strategic readiness of the organisation and leads/contributes to change programmes acts as the collective conscience of the organisation, ensures that ethical behaviours are set and maintained, and appropriately challenges when required champions a value and community-based culture acts as ambassador and expert lead for people management and development, and mentor for the profession [close] The enablers: Creates value, innovates and demonstrates impact Factor 7: Creates value, innovates and demonstrates impact promotes what benefits the organisation derives from HR services both internally and externally regularly seeks feedback from customers on its services and acts on improvements needed benchmarks its practices externally and internally learns from other functions (eg branding from marketing) continually seeks to improve and innovate in policies, organisation/work design and practices energises the organisation by building social, emotional and intellectual capital via innovative networks promotes continuous performance measurement and improvement to ensure key metrics are identified and met which are reflective of real added value to the organisation [close] top of page
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Towards world-class HR and OD in the NHS North West