Top 40On 1 May 2001 in Personnel Today Power can be remarkably short-lived, as can be seen with our third list ofpower players, clocking up 23 new entries. The dominant themes which influenced the Personnel Today team’s choiceswere the rise of out-sourcing and eHR – with the major players and theirclients continuing to win serious business and make significant savings – andthe challenges of globalisation, which has helped many international HRmanagers make names for themselves.Profiles by: Caroline Horn, Jane Lewis and Sue Weekes1 Nick Starritt (3) Group HR director, BP Despitea little local difficulty over UK fuel protests last autumn, BP has had acracker of a year – announcing the highest set of profits ever made by a UKcompany (£10m). A close associate of CEO Sir John Browne, Starritt has been atthe centre of the action managing the aftermath of three”mega-mergers” within 24 months. This has meant assimilating 100,000employees across the world into the new BP. Meanwhile, he has also had hishands full shaping the company’s new-look HR function in the wake of the Exultdeal – as well as heading off teething problems. Nevertheless it has beendescribed as a meeting of two minds. Starritt remains ebullient about futureprospects, quoting CEO Browne’s dictum that “the best is yet to come”.2 James Madden (2) CEO and president of Exult Exult’scontinuing reign as the world’s leading outsourcer of Web-enabled HR processmanagement means Madden keeps his place at the top of the pile. This year,Exult built on its initial deal with BP to win a further slew of contractsworth an estimated $2bn – including a $1.1bn deal with the Bank of America anda $300m contract with Unisys – and now supports some 350,000 employeesworldwide. The company opened two new processing centres in Glasgow andCharlotte, North Carolina, and, with a staff count of 1,300, has itselfquadrupled in size over the past year. In June 2000, it conducted a successfulinitial public offer and “established and sustained” a marketcapitalisation of $1bn. 3 Vaughan Young (16)Chief operating officer, e-peopleserve Aschief operating officer at e-HR services provider e-peopleserve, Vaughan Youngis shaping the HR infrastructure of tomorrow and applying technology to totallytransform the function. His and e-peopleserve’s aim is to install e-HR systemswhich rid HR of the drudgery and burden of administration and let staff get onwith the real issues, such as the war for talent and securing the rightcompensation and benefits packages. That he can bring about major change iswrit large on his resume: while director of HR and development services at BT,he led the transformation of personnel services, introducing commercialprinciples and practices. “Yes, he is visionary,” says a colleague,”but he also has a practical aptitude for the day-to-day.” Young iscurrently building a global management team to lead e-peopleserve’sinternationalisation, making the company a worldwide force in the e-HR servicesmarket. 4 Will Hutton (38) Chief executive, The Industrial Society WillHutton has succeeded in rejuvenating the Industrial Society as a truecampaigning organisation, driving issues such as corporate responsibility,work-life balance and social equity to the fore and influencing public policyat the highest level. Just over a year into his tenure, the society is alsoenjoying financial security. But the former editor of the Observer, who isdescribed as an “inspirational leader” by colleagues, has plenty leftto do. The society welcomed the Green Paper on flexible working, but itcontinues to press the Government to take a stronger lead in tackling theculture changes employers must make when implementing flexible workingpractices and new parenting rights. The work carried out by its Futures division will help shape working practicesover the next decade. With such a successful first year in office, Hutton’sinfluence can only grow. 5 Geoff Armstrong (7)Director general, CIPD Armstrongheads up the CIPD, which represents the HR profession and has had a mixed year.No sooner had the organisation achieved its six-year goal of gaining charteredstatus than a debate emerged on how well it was meeting members’ needs overissues such as training and development. The CIPD is now in the midst ofchanging its professional standards so that they are more focused on businessmanagement – updated standards will be introduced in mid-2002. While thesebehind-the-scene changes continue, the CIPD will also be working to raise itsprofile as it aims to encourage more HR professionals to become full members. 6 Elizabeth France (-)Data Protection Commissioner France gains her place mainly as a consequence of the new Data ProtectionCode she has pioneered, which aims to offer guidance to employers on the use ofemployee personal data. Unfortunately, the code looks like raising morequestions than it answers. Slammed by the CBI as “unworkable”,opponents claim it will prove to be more than an unnecessary headache toemployers. Too focused on employee rights, they claim it will lead to”unreasonable obligations”. Particularly contentious are the extrarestrictions on employee monitoring and e-mail access. What is certain is thatif she sticks to her guns, France is bent on a collision course with much ofthe profession. 7 Rita Donaghy (-)OBE, Chairwoman, Acas A former ground-breaking trade unionist in the growing areas of educationand white-collar work, Donaghy’s tenure at Acas may well see the arbitrationbody regain the kind of public profile it has not enjoyed since the 1970s. Anatural chairwoman, she claims she was “born” for the job. Over thepast year, Acas has particularly boosted its role in the small business sectorwith numbers contacting the body rising by 40 per cent. Its long-awaitedvoluntary arbitration service, which should reduce the time and cost ofemployment litigation, still needs more cash to deal with increased demand. ButDonaghy’s status as a leading New Labour light – she was formerly on both theLow Pay and Equal Pay Commissions – gives her the clout to get it. 8 Michael Porter (-) Professor of Business Administration, Harvard Business School The fact that “sustainable competitive advantage” has achievedcliché status shows the continuing global influence of this management thinker.His Competitive Advantage: Creating and Sustaining Superior Performance is nowin its 52nd edition and has been translated into 15 languages. Many claim ithas transformed their understanding of what is meant by competitive advantage.The strength of Porter’s work lies in his ability to dissect organisations andshow where the real value lies. This hands-on approach has found favour withAT&T, Procter & Gamble, Credit Suisse First Boston, and even a coupleof heads of state. Regular speaking appearances on the CIPD circuit this yearhave ensured a growing following within the HR community. 9 Gurbux Singh (37) Chairman, the Commission for Racial Equality Gurbux Singh has a deserved reputation for change and modernisation and hisfirst year at the Commission for Racial Equality has been no different. Butafter 12 months of overhauling internal systems and management styles andattending to the commission’s image, he is now turning his attention to widerissues. He is not afraid to court controversy either, as shown by the furoreover the compact on race in the run-up to the General Election. The new Race Relations Amendment Act came into force in April. “The publicsector now has a positive duty to fulfil certain criteria, including putting inplace critical measures to respond to race issues, and performancemeasurement,” says Singh. “That has huge implications for the humanresource industry.” The commission will produce its own codes of practiceand will be responsible for enforcing the legislation. 10 Anna Diamantopoulou (10)Commissioner Responsible for Employment and Social Affairs, EuropeanCommission A surprise appointment two years ago, Anna Diamantopoulou has been workinghard to raise her profile with a series of speeches that put human resources atthe heart of European growth and competitiveness. She says, “There is agrowing recognition that effective social and employment policies are vital forworkers and for business.” And she is looking for change, to “revamp and remodel our labourmarkets and to modernise what we call the European Social Model.” ECdirectives over part-time work and fixed-term work, as well the proposal on theEuropean Information and Consultation Directive for compulsory employeeconsultation, are all moves in that direction and could have a significantimpact on the UK labour market. 11 Bryan Sanderson (-)Chairman, Learning and Skills Council Bryan Sanderson is the new head of an ambitious Labour initiative – theLearning and Skills Council – which aims to improve the skills of Britain’sworkforce. There are currently around 6 million adults in the UK without formalqualifications. The LSC was launched in March but already has a high profile and Sanderson willspend the next year building on that. “Improving staff training should notbe viewed as a cost, but as a real investment,” he says. “Ourresearch shows that even a small increase in training spending cansignificantly increase profitability for businesses both large and small.”In the coming months, Sanderson says, the LSC will be talking to”learners, learning providers and businesses in order to change currentattitudes and create new opportunities”. 12 Susan Anderson (-)Director of human resources, CBI Susan Anderson has spent nearly a year as director of human resources at theCBI and has been extending her influence on both a national and European level.She has lobbied the Government to reduce the burden of legislation on smallbusinesses, and represented employers’ views during negotiations on theNational Minimum Wage and Part-Time Work Law. In Europe, she is involved innegotiations over European directives on part-time work and fixed-term work.She warns, “If the Government decides to introduce these, it will have asignificant impact on businesses as the UK currently has a more flexible labourmarket.” The continuing pressure for new legislation – particularly in an election year– will keep the CBI busy protecting the interests of employers. 13 David Ulrich (12)Associate professor of business administration, University of MichiganBusiness School Named by Business Week as the world’s top educator in human resources, DavidUlrich continues to be a massive draw on the conference circuit because of theclarity of his vision when it come to the future of HR. His comments that HRprofessionals will be removed, outsourced and automated if a new agenda is notdefined ring harsh but true, being delivered at a time when many need guidanceas to how they can add greater value to business. As an expert inorganisational change, his vision is based on the HR department becoming abusiness partner and a leader of change and innovation. But it’s not justinsight he offers, with attendees to events saying that they come away withpractical tools and techniques to put it all into practice. And they’re notalone in this, with half the Fortune 200 having used Ulrich as a consultant. 14 Michael Moore (-)Director of HR operations Glaxo Smithkline The year saw Michael Moore finally get his teeth into his greatest careerchallenge to date – the long-awaited merger with GlaxoWellcome. He is nowresponsible for devising and implementing HR strategy for the world’s largestpharmaceutical company. Unsurprisingly, after two or three false starts, thenewly-combined company admits it faces a staff motivation problem, and Moore’sfirst priority is to tackle this. His likely model will be theSmithkline/Beecham merger undertaken a decade ago, which majored on the pursuitof a completely new culture. Consolidating the company’s global reach remains apreoccupation. But Moore’s policy of developing global awareness by regularlymoving the company’s 150 country managers around the world has paid dividends –as has his “risky” decision to promote young talent to seniorpositions ahead of the usual schedule. 15 Maggi Bell (20) Business development director, Capita Capita has spent the past year consolidating its position in the outsourcingmarket rather than engaging in debates on outsourcing, so its profile has beenslightly lower. Having said that, the organisation has grown tenfold, and it isfor this reason that Bell makes it into our top 20 again. It now managesbetween £120 to £150m outsourced HR services in the public and private sectors.Capita has recently secured its largest contract to date, for the Blackburnwith Darwen Council. The shift to outsourcing shows no signs of slowing in thepublic or private sectors. Capita will introduce an education portal inSeptember – a result of increased interest in performance in this sector –while mergers and acquisitions in the private sector, particularly amongutilities, will keep Capita busy here, too. Best Value remains the driver for newcontracts, says Bell, but adds, “Both parties have to work togethereffectively for outsourcing to work – it’s not something either party can enterinto loosely.” 16 Peter Drucker (25) Management thinker Now in his 93rd year, the most respected management thinker of the 20thcentury continues to make waves in the 21st. Although some have criticised hiswork as over-simplistic and/or too dense for easy consumption, he remains themaster of the one-off phrase, or Druckerism. Moreover, his early pronouncementson the advent of the knowledge economy – in which the importance of humancapital overtakes that of traditional capital and natural resources – have morethan come to fruition. If nothing else this should continue to bolster hisstanding as the patron saint of HR. Over the past year Drucker, ever thefuturist, has switched his attention online, developing online managementcourses in conjunction with Corpedia Training Technologies. 17 Helen Wilkinson (-)Founder and CEO, e-lancentric A pioneering member of the think-tank Demos, which had a major influence onthe Labour Government Wilkinson’s predictive workplace ideas and opinioncontinue to make her an intellectual force to be reckoned with. She has spentmuch of the past year setting up her online organisation, e-lancentric, createdto serve the needs of the country’s growing community of e-lancers. She alsoaims to use it to build a knowledge bank about the “elancentric”lifestyle to inform and educate business. In Personnel Today, she recentlywrote about the need for HR directors to prepare for an increasingly mobile andremote workforce. She sits on the Demos Advisory Council and with her work, TheDot Bombshell: Women, Technology and the New Economy, too, to be published bythe Industrial Society this summer (for which she is a research associate),expect her to be stirring up debate over the coming months. 18 John Monks (5) TUC General Secretary Another mixed year for John Monks, which sees him slip down the ranks. Hesuccessfully challenged the Government on parental leave – the case is nowbefore the European Court of Justice – although his bid for a £4.50 minimumwage failed. He has made it clear there will be further battles over workplace rights forstaff. The TUC wants to see a number of changes introduced, including fullemployment rights from day one, the extension of the Working Time regulationsto excluded sectors, and to ensure all staff are covered by the EmploymentRelations Act. Given that this is an election year, the recent raft of legislation aimed atsatisfying union demands is unlikely to abate – businesses are going to befaced with a lot more in the coming months. 19 David Guest (28) Professor of Organisational Psychology and HR Management, King’s CollegeDavid Guest’s move from Birkbeck (where he’d spent 10 years) to King’s marksa move to public sector work and he is currently enjoying being in the thick ofit evaluating Tony Blair’s nurse consultant initiative. He is also working onthe second stage of the CIPD’s Future of Work programme, which looks at therelationship between HR management and performance – findings are expected tobe released this autumn. Visitors to the CIPD conference at Harrogate this yearcan see the fruits of another of his projects, which looks at HRM andperformance from the chief executive’s point of view. With his psychologicalcontracts work also continuing, expect this quietly prodigious academic towield considerable influence over the next 12 months. 20 Vance Kearney (-)Vice-president of human resources, Oracle Corporation Europe Vance Kearney’s own special interest in systems and technology and how theycan relate to people management has ensured that the HR function in Oracle hasplayed its part in the now famous billion-dollar bottom line saving, espousedin the press by CEO Larry Ellison when Oracle transformed itself into ane-business. Kearney joined Oracle in 1991 as director of human resources andnow, as vice-president of HR Europe, he is a global HR executive in every senseof the word, generally on a plane somewhere at least once a week. Colleagues say he’s put the relevance back into HR (he also makes it fun,they say) and with a straightforward and pragmatic approach has linked itdirectly with business operations. Oracle’s implementation of an e-HR system isalready fulfilling the dream of a strategic HR department. 21 John Hofmeister (-)Group HR director, Shell In the aftermath of another record year for Shell, Hofmeister cancongratulate himself on the group’s successful merging of global strategy andglobal organisation in 155 countries. Change management of all kinds has been a major preoccupation this year andHofmeister’s ability to root out and capture talent has had an important partto play. He claims a significant accomplishment has been the reorganisation ofthe slimmed down HR corporate centre, now consisting of eight people –”all global leaders in their own right”. He also made progressdeveloping Shell’s global HR shared services centre – rolling out a $250mSAP-based HR system – and successfully argued for a significant investment inleadership education. Most recently he has been working to ensure a seamless transition aschairman Sir Mark Moody-Stuart hands over the reins to Phil Watts in July. 22 Julie Mellor (35) Chairwoman, EOC The issue of equal pay has become much more high profile as a result of theEqual Opportunities Commission’s Valuing Women campaign. The Equal Pay TaskForce’s recommendations were hotly debated, and over the coming year the EOCwill begin implementing the Task Force’s proposals. Mellor says, “Thecontribution of HR specialists will be an essential part of that process. Ivery much hope that the Government’s women’s employment review will speed upprogress on equal pay and begin to tackle the causes of women’s concentrationin a small number of occupations.” The outcome of the Government’sconsultation on work and parents is also expected. “Whatever conclusionsare reached, the question of how to enable parents to balance work and family willbe a priority for all practitioners.” 23 Cary Cooper (26) Professor of organisational psychology and health, Manchester School ofManagement and deputy vice-chancellor, University of Manchester Institute ofScience and Technology (Umist) The publication of two further books on workplace stress and a major reportfor the EU’s European Foundation for the Improvement of Living and WorkConditions on Stress Prevention in the Workplace have ensured that the prolificProfessor Cooper remains the media’s favourite human resources academic pundit.With over 80 books now published and a list of credentials that reads like alitany, you’d think 60-year-old Cooper would start to take things easy. Nochance: he continues his Quality of Life survey work for the Institute ofManagement and is currently involved in a project for HEFCE to evaluate all ofBritain’s business schools. 24 John Welch (21) CEO, General Electric Described by the New York Times as “one of the most successful managersin the US”, the now world-famous Welch has a bigger fan club than manyHollywood superstars. He retains his place in the HR Top 40 by dint of hiscontinuing personal influence on how people are managed. Where GE leads, othersfollow. This year, ominously, Welch’s previous emphasis on employee-friendlypolicies has been replaced by a much tougher stance – no doubt indicative ofthe prevailing economic situation. He has emerged as a strong supporter offorced grading and now advocates identifying and removing the lowest performing10 per cent of GE workforce on an annual basis. This Darwinian approach tomanagement is the only way to “raise the bar of performance and increasethe quality of leadership”, he told shareholders recently. 25 Keith Handley (-)Change director for the City of Bradford Metropolitan District Counciland president of Socpo Newly elected Handley owes his position at 25 for three principle reasons:he aims to combat the growing recruitment and retention difficulties byoffering staff more personal development; Socpo will lead the way in adoptingthe anti-discriminatory measures of the Race Relations (Amendment) Act; and hehas a key role in overseeing the expansion of the society’s membership to allpersonnel officers. Declaring that Socpo has established itself as an”important voice of the profession” on the national stage, he has setan ambitious target to raise membership from 500 to 5,000. As part of this healso wants to raise the number of black members, which stands at 5 per cent. Howwell he meets these targets will determine whether he appears in this list nextyear 26 Clive Newton (-)Global head of HR, PricewaterhouseCoopers Last year, Newton gained plaudits for the fine balance he struck betweenglobal and local considerations following the £8bn merger between PriceWaterhouse and Coopers & Lybrand. This year many of these preoccupationsremain – complicated, perhaps, by PwC’s decision to spin off its consultancybusiness from its core accountancy activities. “In the old days, HR folkdid HR. Now we are having to get smart about multi-million-dollar IT systemsand become acute tax specialists,” he says. The priority this year is tofully establish the business as a global entity. With 36,000 employees in 57countries, “this is a big stretch” – particularly the conundrum ofhow you implement worldwide systems that are also legal and cost-effective on alocal basis. This also applies to sorting out the right reward structures forPwC’s 1,500 partners across the globe. 27 David Bell (-)Director of people Pearson David Bell is testament to the wisdom of Pearson CEO Marjorie Scardino’sdecision to put a “creative” in charge of the group’s main asset –its content providers. A former FT journalist, Bell combines his role asdirector of people across the group (which includes Penguin Books as well asseveral TV production organisations) with his position as FT chairman. Heclaims his key challenge is to develop a culture that entices creative peopleto pursue their careers with the company – to make Pearson the best company towork for in its sector and encourage diversity. As part of this process, he haspioneered a share option scheme giving every employee a minimum of 15 shareseach. “Making people part-owners of the business has made a huge difference,”he says. 28 Stuart Crainer (-) Management writer and co-founder, Suntop Media Business books have never been more accessible than since Stuart Crainerstarted writing them and his work’s direct relevance to many of the issuesfacing the modern HR manager mean his influence is now felt far and wide in theprofession. But there’s more to Crainer than books – well, printed ones anyway.His company Suntop Media, founded with partner Des Dearlove, is providing someof the best and most incisive business content on the Web. In January itlaunched The Thinkers 50, which claims to be the world’s first ranking ofmanagement gurus (see www.thinkers50.com) and they are currently working on ajoint venture with Capstone called ExecExpress, which will feature a series ofe-books and various web-based business content. Crainer is also contributingeditor of Ftdynamo.com and writes for the American Management Association’s website, Mworld. His next book, Firestarters, co-written with Dearlove, willlaunch in July. 29 Susan Bowick (-)Vice-president of HR, Hewlett-Packard HP has long enjoyed a reputation at the vanguard of HR practice – and thestrength of its corporate culture is such that HPers are said to be able to sniffone another out in the most crowded room. Much of the credit for this must goto Bowick, who reports directly to the CEO on fundamental strategies relatingto acquisition, divestments and employee expectations. Despite the strength ofthe overall culture, she believes in the importance of maintaining a strongdegree of localism. “We seed start-ups with domestic HP management toembed the HP way of doing things.” But the recent downturn in US IT spendhas hit it hard, forcing lay-offs, and this year she may have to refocus herconsiderable talent on further retrenchment. 30 Stephen Byers (1) Secretary of State for Trade & Industry Against our prediction last year, Stephen Byers has remained at his post inthe DTI, where he has spent the year furthering the Government’s decidedlyinterventionist approach to employer/ employee relations. Once again, a chiefcriticism levelled at Byers is his apparent reluctance to consult with those onthe frontline before taking action. Most recently he angered the profession byembarking on a review of the laws on employee consultation on redundancies –without consulting employer groups. Opponents claim that other Byersinitiatives this year, including the Work & Parents Green Paper and newmeasures on directors’ pay, are similarly roughshod in their approach. Althoughstill considered a rising star in New Labour, Byers slips down the Top 40. Thisyear, surely, Tony Blair will consider that the time is ripe for a move. 31 David Murphy (-)Vice-president of HR Ford Motor Company Responsible for more than 370,000 employees in over 200 locations, Murphyhas been with Ford Motors all his working life. Having spent the boom years ofthe 1990s tackling the manufacturer’s shift into more global procedures, he hasarguably got his work cut out this year dealing with the wider ramifications ofeconomic downturn. Supporters claim he is the right man for the job because ofhis ability to counter difficulties by pushing through ambitious and innovativeHR policies. His response to the company’s problems with racial issues a coupleof years back was to link compensation directly to diversity progress “inthe same way as you would link performance to quality”. 32 Ruth Spellman (14) Chief executive, Investors in people Ruth Spellman has continued to develop the profile of IIP in the UK andabroad – and now hopes to establish it as the minimum standard across Europe.By the autumn, around a third of the UK workforce will be working within anIIP-badged organisation, including nearly 10,000 SMEs. Internationally, theorganisation has licensed agreements with the Netherlands and Austria, andpilots are under way in France, Denmark and South Africa. As the organisationapproaches its 10th anniversary, Spellman aims to widen its brief by trainingIIP assessors to provide business advice, and by developing new modules for IIPclients based on best practice – starting with a recruitment module in June.”We want to help businesses to manage their people and get all theadvantages that come from that,” she says. But lack of evidence aboutcontribution to the bottom line sees her slip down the list. 33 Francesca Okosi (-)Head of HR, London Borough of Brent Francesca Okosi has already made it in to Personnel Today’s 21 to Watchfeature earlier this year and we make no excuses for her inclusion here.Described as one of the most able exponents of HR in the public sector, Socpo’svice-president will gravitate to president next year – the first black woman tohold the post. Previously head of HR at Merton and Havering, Okosi joined Brenttwo years ago. Her main remit is to equip staff with skills to cope with themassive change agenda inherent in public service modernisation. The aim forSocpo is to continue to raise the profile of HR in local, central and Europeangovernment. “We want our foot in the door,” she says. Her drive,strong debating skills, and ability to hold her own in any circle make this alikelihood. 34 Kathleen Barclay (-)Global vice-president of HR, General Motors One of the largest and most globally diverse companies in the US, with357,000 employees on 223 sites across the globe, GM has become a byword inemployee education. Katy Barclay has continued to build on this tradition. Overthe past year she has pioneered an alliance with Unext’s Cardean University tooffer MBA courses to 88,000 employees, as well as boosting the motor giant’se-learning capability. eHR has been a major preoccupation this year: Barclayworked with Workscape to develop a global portal to give employees 24/7 accessto corporate information. She also introduced tools to assist GM’stransformation to a performance-driven organisation. Her talent was recentlyrewarded by her appointment as a fellow in the select US National Academy ofHR. 35 Linda Holbeche (-)Director of research Roffey Park Holbeche’s research encourages HR practitioners to develop a strategicapproach to their work. This year she will add three more projects to herexisting portfolio with the publication of titles on mergers and acquisitions,change management, and on developing a high performance organisation. Theinstitute also continues to publish Management Agenda. But it is Holbeche’s support for a new strategic networking group forexperienced HR professionals that could grab the headlines over the next 12months. “This will be a group of people with opinions and practice, fromdifferent sectors, who will be able to share their experience about real issuesthat occur when trying to introduce change into an organisation,” sheexplains. “I hope it will be an influential group that can act as adipstick on opinions and policies.” 36 Federico Castellanos (-) Vice-president of human resources, IBM Federico Castellanos is living proof that a global vision for HR can cometrue, as long as you communicate your message consistently to HR communitiesaround the world. Just over four years ago, Castellanos stated that he wantedto change the image of the HR function at IBM because it wasn’t properlysupporting the business. The business had also become international while theHR function was country-based. Today, IBM has one of the best working models ofglobal eHR and the EMEA HR service centre in Portsmouth is widely regarded as aworldwide benchmark, serving 17 countries and 95,000 staff. It’s also managed toachieve a 57 per cent reduction in HR operating costs. 37 André Van Heemstra (-)Global head of HR, Unilever Appointed last year, Van Heemstra is typical of the new breed of global HRleader with a strong background in general management. Trained as a lawyer, heworked at Unilever first in marketing and then in general management. Prior totaking the group’s senior HR role, he was business group president for the EastAsia and Pacific Group. He claims his main remit at Unilever is”transformational” – the essence of people management is to keep pacewith external change. Thus, formulating new strategies to get the work-lifebalance right and to maintain staff loyalty have been as important this year asdriving through Unilever’s acquisition of Best Foods. 38 Hallstein Mork (-)Senior vice-president HR, Nokia Very much a disciple of the Ulrich school of thought, Hallstein Mork has putin place a strategic HR department that is entirely in sync with the company’sbusiness aims. He believes HR professionals should be change-agents andbusiness partners and has created a culture of openness in the workforce thathas seen Nokia become one of the most desirable high-tech companies to workfor. Like its products, the culture is leading edge (the company’s HR intranetis called the Jazz Café) and it is increasingly moving towards self-service HRtools to further empower employees and managers. When on the acquisition trail,Nokia is as interested in the people employed at the targeted company as it isin their products and technology. Many of its acquisitions have taken placeoutside Finland, and there are over 2,400 expatriates on the Nokia payroll. 39 Paul Mckinley (-)Head of resource and development, Asda Paul McKinley heads up an HR team that has acquired a nationwide reputationfor staffing initiatives and its Stores of Learning concept earned it the Awardfor Excellence in Training and the overall winner’s place in the PersonnelToday Awards last year. It continues to innovate, and in the last 12 monthsMcKinley’s team has introduced Belief Days, which enable staff to take twounpaid leave days to celebrate a religious event not recognised on the calendarand First Day Half Days, allowing parents to take an unpaid half day to taketheir child to school on his or her first day. Additionally, there isgrandparents’ leave, which followed research that they are a parent’s firstchoice when it comes to looking after children. This enables them to take along spell of unpaid leave to care for grandchildren. 40 Heinz Fischer (-)Vice-president of personnel, Deutsche Bank Fischer has been a central player in Deutsche Bank’s policy of growth byacquisition in the US and Europe – and is a member of the bank’s all-importantBereichvorstand. Last year, Deutsche Bank’s acquisition of the US giantBanker’s Trust saw it achieve the standing of the world’s biggest bank. Inrecent months, it has been a major player in the consolidation of the internalGerman financial services market. Fischer believes firms in the sector face aparticularly vicious fight for global talent, reinforcing the need to create astrong and distinctive corporate culture. “Apart from ability, the mostimportant criterion for a rapidly expanding company is shared values. This canbe a big issue in acquisition, particularly one set in another culturalcontext.” Previous Article Next Article Comments are closed. Related posts:No related photos.