Getronics

Hiring Context

Brian Bailey, Director of Human Resources, joined Getronics in 1999 with a mission to deliver business focused HR solutions and a measurable benefit to operations in terms of people development. Having worked as an interim manager in the past, Brian turned to an interim solution to cover a key gap in his hr team during the launch of a series of hr initiatives. The interim assignment was to focus on the training and development aspect of his modernisation strategy. Brian wanted to add value and expertise to his team and continue to advance the HR cause within Getronics delivery was the key. Brian added, "I did not need locum cover just to keep things ticking over, or a consultant to offer advice, but a full-time HR professional who had done the job before and would produce the desired project outcomes to drive through change."

The Interim

David Payne was recruited through VMA Interim Performers as an Interim Training and Development Manager with a remit to drive through people development initiatives within the UK operation. He commented, "With a background outside the ICT arena, I had to quickly assimilate the culture and business needs of Getronics to ensure I was tailoring my approach to deliver the desired results." Brian added that: "The ICT sector is very task and results focused, success within the business is measured purely on capability and outcomes, not on your employment status. You succeed or fail by the results you achieve."

Assignment Outcomes

The intention of HR at Getronics was to demonstrate that the results of training could be measured in terms of improvements in business performance. The desired outcome was achieved by the delivery of the following:

    * Introducing Management Development for high potential individuals
    * Putting operational courses into the business
    * Reviewing and improving Performance Management documentation
    * Establishing Distance Learning courses
    * Setting up Modern Apprenticeships
    * Sourcing third party training suppliers

Brian concluded, "David put a successful business case to operations and as a result spend on training by management has measurably increased. More importantly, we have seen a willingness by the business units to embrace training initiatives and a cultural shift in Getronics to view training as an investment rather than a cost."

However, one unexpected outcome of the assignment was that David joined Getronics as a permanent member of the HR team - not the original intention when he was hired. Getronics were delighted to keep his expertise in-house. Brian and David intend to establish Training and Development in the UK as a Centre of Excellence within Getronics.