Human resources outsourcing

Contents

An overview of our support on human resources 1

Why use Collinson Grant? 2

Managing human capital 3

Drivers for change 4

HR outsourcing: Collinson Grant's proposition 4

HR strategy and HR measures 5

Payroll 6

Executive recruitment and selection 7

Employment law support 8

Administration 9

Benefits and reward 10

Talent management 11

Performance management 12

Employee relations 13

Resource management 14

Employee value proposition (engagement) 15

Organisational design 16

1

An overview of our support on human resources

We provide a fully outsourced human resources function that manages people

more effectively at lower cost.

Some HR services, such as legal compliance and payroll, are mandatory.

Many others are only cost-effective if they produce clear and tangible benefits

for the business and advance its strategy. Services that are not cost-effective

are a drain on resources. Organisations have choices about whether to provide

them and how.

Outsourcing HR to Collinson Grant allows you to meet the needs of your

business in the most effective way. We provide a full service: all the essential

HR tasks and other optional activities that may be needed only infrequently.

You can select which tasks you want to outsource fully and those you wish to

retain in-house. Outsourcing reduces costs and puts a wider range of specialist

resources at your disposal.

A robust and responsive HR service

We set out by understanding your strategy for managing people, or we help

you to define it more clearly. It is important to know how operational

managers view the HR department and what they want it to do for them. This

provides the framework for designing a robust and responsive service. We

clarify how the performance of the HR function is measured and its

contribution to the business.

Once this is confirmed we can work with you to specify the other components.

For example:

� employment law support – advising managers on handling

employment, disciplinary, and other day-to-day matters

� payroll and administration – running payroll services and associated

administration

� benefits and reward – auditing existing benefits and rewards, testing

what they offer to the business and employees, and designing new

arrangements

� the employee value proposition – developing a model for testing and

debate; understanding the company's 'brand' and its impact on

recruitment and retention; creating the framework for assessing

employees' views over time

� talent management – ensuring that there is an adequate pipeline of

talent for senior positions, that managers reach their full potential,

and that the business retains the skills it needs

� performance management – creating mechanisms to assess

performance reliably; using competency frameworks and showing line

managers how to use such tools effectively; confirming employees'

personal objectives and aligning them with those of the company

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� resource management – getting the right people into the right jobs;

using workforce planning effectively; and improving productivity by

allocating the staff effectively

� recruitment – recruiting and selecting managers and senior

executives; psychological testing and coaching for managers; and

managing recruitment campaigns

� organisational design – creating cost-efficient managerial structures;

defining roles and accountabilities; maintaining accurate

organisational charts; and plotting associated costs.

Outsourced HR services should offer immediate savings and add value in the

longer term. The discipline of confirming a service level agreement clarifies

exactly what should be provided, how, when and for how much. It helps to

determine how HR will be measured and what benefits it should provide.

Clients draw on our extensive, practical experience in all aspects of managing

people but pay for specialist skills only when they need them.

Nearly all outsourcing agreements need some fine tuning. So we build in a

probationary period to let the arrangements settle in and allow you to flex the

resources accordingly. This ensures that value for money meets your

expectations.

Why use Collinson Grant?

Collinson Grant has been providing HR services to clients for more than 40

years. Our experience extends across many sectors, including work for global,

national and local businesses. We have particular skills in supporting multi-

site companies whose operational managers often have little or no access to

in-house HR advice. Our consultancy team covers all disciplines and includes

a number of experienced employment lawyers.

We help clients to get the best out of people and to sustain year-on-year

improvements in productivity and effectiveness. We concentrate on

understanding, controlling and reducing costs. We help to construct effective

organisational structures, define accountabilities, and implement strong

managerial and financial controls. Outsourcing is an important part of our

approach.

External HR support

Outsourcing some or all HR services has advantages:

� cost saving or cost avoidance

� ready access to skills and experienced specialists

� no need to ask HR generalists to undertake work beyond their natural

competence

� no need to employ specialists whose contribution may be required

infrequently

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� improved HR services

� the organisation is free to focus on core operational activities and

adding value for customers.

Managing human capital

Effective HR managers understand the organisation’s overall goals as well as

its day-to-day operational needs. They recognise that they are responsible for

improving the performance of people, for sustaining skills in order to maintain

performance and support growth, and for managing costs. The term human

capital management describes how HR professionals picture themselves within

an organisation and where they think their strategic priorities should lie.

We can support our clients' HR activities or manage them in their entirety.

We focus on the activities which will drive the organisation forward,

specifically:

HR strategy and measures Ensure HR strategy and outputs are appropriate

Organisational design Maintain the optimum structure

Employee benefits Trends in fixed and variable costs

Recruitment Quality of staff, skills, and needs for training

Pay and reward Retention, performance, availability, bonus

Performance management Motivation, innovation, succession

Development Talent management: training, competencies,

succession planning, career pathways

Employee engagement Ensuring balance in the employee value

proposition (EVP)

Employee relations Working in partnership

Resource management Utilisation of resources

Polices and procedures Standards, documentation, compliance,

consistency, maintenance

Information Communication, self-service, administration

Recruitment Procedures, channels, cost-effectiveness

Payroll Procedures, systems, suppliers

Compliance Employment law, discrimination, health and

safety procedures, suppliers, risks, costs

To achieve the aims of

the business and add

value

To remove

transactional work;

minimise the cost of

nugatory work

including external

analysis

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Drivers for change

We believe that there are seven main drivers:

Reducing costs

Opportunities to reduce transactional and overhead costs.

Review of processes leads to improvements in productivity

and cost-effectiveness.

Improving quality

and service

Ability to use experts and more experienced staff for

specialist tasks.

Opportunity to set standards for improved quality and to use

service level agreements to monitor and raise performance.

Realigning

resources

Reallocation of resource from back office to front line.

Eliminating non-essential tasks and bureaucracy.

Benchmarking

against peers and

competitors

Continuous improvement initiatives.

Availability of data that demonstrate underperformance and

provide targets for achievement.

Restructuring the

entire

organisation

Organisational change creates options and forces decisions

about the management of core and non-core activities.

Managers' time is freed to do work that adds value.

Exploiting

technology

Application of database-driven, internet technologies to

increase the speed and flexibility of communications and

reduce the cost of routine transactions.

Options to offer self-service facilities to employees for

various HR activities.

Managerial

ambition – best

practice

Opportunity for ambitious managers to increase credibility

by leading challenging, high-profile projects that save the

company money, exploit best practice and free up additional

resources.

HR outsourcing: Collinson Grant's proposition

A robust and responsive HR service

There are two routes: both involve us making sense of the company's strategy

for managing people or helping you to define it more clearly.

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Route 1

Collinson Grant's HR audit will assess your HR department, how it is

perceived by the business, and its capabilities. This will determine where

services could be provided more effectively or at lower cost.

Route 2

You may already outsource HR services or be considering your options.

Although we can look at a specific service or services (such as payroll), we

believe there is merit in taking a broader look at all current HR services and

interventions.

The review would be undertaken by one of Collinson Grant's HR professionals

who all have experience of managing an HR function, understand the

profession from a practical perspective, and are aware of current best

practice.

We look at the organisation's strategy, how well the HR strategy is aligned

with it, and whether it meets the requirements of the business. We explore the

potential benefits of outsourcing, including increased efficiency and

effectiveness, and cost reduction.

Either of these investigation phases is offered for a cost of £300 plus VAT. In

each case, we would spend two or three days with your business.

The following sections cover the components of our outsourcing offer. We

offer them separately, as clients tend to want to outsource some, rather than

all, services.

HR strategy and HR measures

The HR function needs to be able to show that its efforts are adding value and

that the investment the organisation makes in it is rational and justified.

Without an HR strategy and appropriate measures, HR will fail to get the best

out of the most important asset in the business – the people. So, this is the

starting point for Collinson Grant's outsourcing proposition.

What we offer

Level 1

A short review with feedback (1-2 days), including work:

� to review and discuss current strategy

� to understand business priorities

� to understand the current role of HR

� to review the corporate risk register

� to define goals for HR directors/managers, including bonus targets.

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Level 2

A more extensive intervention, involving 10 days' work over 12 months:

� to assist in creating a comprehensive strategy

� to develop an appropriate set of measures

� to create a plan to show executives and stakeholders that the HR

function has measures in place to maintain a capable workforce

� to hold quarterly progress reviews with the HR Director and/or the

executive team.

Payroll

Administering payroll is a back-office function and an overhead. It does not

contribute directly to achieving the aims of the business but it must be

managed effectively for the enterprise to operate. Even in the largest

organisations it is a relatively small department, in which it is difficult to

achieve any economies of scale. There are often opportunities to improve

quality of service but, because failure has such serious consequences, the

overriding consideration is to keep the systems running well.

Payroll is a discrete process which can be precisely defined and its inputs and

outputs carefully managed. It is therefore attractive for outsourcing and

many companies have had such arrangements for a long time. Successfully

outsourcing payroll can lead managers to consider delegating other HR tasks

to an external partner.

Outsourcing offers different options, depending on the size of the payroll and

the degree of control that the company wishes to retain. Modern systems offer

efficiency and cost-effectiveness. Outsourcing payroll converts a fixed cost to

a variable one that fluctuates according to the size of the workforce.

We should work with you to define and refine your processes while

understanding the responsibilities and accountabilities. Having understood the

requirements, we would agree payment arrangements, timings, and

documentation requirements. The final stage of the set-up is a trial run

alongside your current system.

What we offer

� An initial consultation and review of processes to minimise risks and

allocate appropriate accountability.

� A dedicated outsourcing contract defining the service accurately and

setting targets for performance and costs.

� Unlimited helpline support.

� Fully reliable, accurate, regular payments to employees.

� The flexibility to adapt to rapid change.

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� A reduction in the number of staff involved in routine administrative

processing of data.

� BACS payments if required.

� Despatch of payslips.

� Production of P14s, P60s and P35s.

� The facility to make special and one-off payments.

� Efficient maintenance of records.

� Accurate and timely management reporting.

� Payments to third parties for income tax, National Insurance

Contributions and other deductions such as childcare vouchers.

� Highly secure systems and full accountability.

� End-of-year reconciliation with accounts, and reporting.

Executive recruitment and selection

(Recruitment process outsourcing or RPO)

Many businesses have successfully delegated some aspect of this HR function

to external providers. It is rare today to find an organisation that manages

the whole process for all members of staff: creating job descriptions and

person specifications, placing advertisements, shortlisting and interviewing

applicants, and then managing references and pre-employment checks.

Most businesses use recruitment consultants or employment agencies to

provide one or more of these services. However, their use is often poorly co-

ordinated and badly managed. Different suppliers and terms are typically

used, often on an ad hoc basis. There is no central control of costs or

measurement of quality.

If properly managed, outsourcing can offer considerable advantages. There

should be opportunities for considerable savings from simple economies of

scale and a closer relationship with one supplier. Collinson Grant has an

excellent track record of sourcing staff and, where a vacancy needs to be filled

immediately or on a short term basis, we can place an interim manager who

meets your business's needs.

What we offer

� Enhancement of your profile as an employer using all social media.

� Consistent promotion of a positive image to encourage good people to

apply.

� A review of content and processes, based on the strategies for the

business and HR.

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� A review of documentation, terms and conditions.

� Training on recruitment, interviewing, and best practice.

� The production of job descriptions, person specifications, and

advertisements.

� Executive search and recruitment, for specialists and managers on

salaries above £35,000.

� Assessment centres and other psychological appraisals as required.

� Sifting of applications and managing first interviews.

� Managing references and pre-employment checks.

� Selection techniques that ensure a good fit between candidates and

jobs.

� Clear and effective management reporting.

Employment law support

We have been advising companies, including many multi-site businesses, on

employment law and employee relations since the 1970s. Our approach is to

ensure that managers' decisions both meet business needs and comply with the

law. We understand the need to manage people effectively and take difficult

decisions.

Our experience is that accurate, timely advice will avert problems or minimise

any damage they might cause.

Collinson Grant offers a tried and tested service to employers. It provides

direct access to advice from specialists who get to know your business, your

employment policies, and your managerial style. The service is particularly

useful for businesses seeking more cost-effective ways of providing support to

busy line managers. We also give clients direct practical support in managing

employment tribunal claims.

What we offer

� An initial 'health-check' on a business's employee handbook, policies

and procedures, employment terms and conditions, and managerial

guidelines.

� Advice and guidance to managers on all HR matters from

recruitment through to dismissal.

� A revision of employee documentation, covering the employee

handbook, policies and procedures, and terms and conditions.

� Drafting and revising letters, contracts of employment, and

compromise agreements.

� Advising managers on handling employee relations.

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� Briefing managers on changes to employment legislation and on

practical approaches to managing within the law.

� Assisting with the legal aspects, communication and consultation

arising from acquisitions and restructuring, large scale closures,

redundancy exercises or other programmes of change.

� Defending employment tribunal claims.

� Outsourcing provides a cost-effective, flexible solution. Wherever

they are located, your managers can get advice by telephone, e-mail

or from our website.

Administration

Relationships with employees are becoming more complex and legislative

requirements more onerous. Therefore the efficient maintenance and transfer

of information between employer and employee is becoming ever more

challenging, and can be a drain on an organisation's resources. When services

are centralised and workers based in many remote locations, it becomes more

difficult to maintain accurate records and to respond effectively to enquiries

from managers and employees.

If minor questions about pay, holidays or training are not resolved promptly,

they disrupt employees’ attention and undermine confidence.

Outsourcing should lead to big savings in organisations with large numbers of

employees. Speed, accuracy and reliability can be maintained at lower cost.

What we offer

� A contract that properly defines the service and describes fully the

employees’ and employer’s requirements.

� A bespoke IT system for managing time, expenses, absence, and

people.

� A self-service, web-based system, for easy maintenance.

� Maintenance of accurate records for all employees on key dates, pay,

benefits, performance, sickness, absence, and holidays.

� On-site training for team leaders and managers.

� Maintenance of accurate files for all employees containing CVs, offer

letters, signed starter forms, job contracts, references, pre-

employment checks, probationary administration, training records,

and personal development reviews.

� Compliance with relevant requirements of the Data Protection Act

and other legislation.

� Prompt and efficient responses to all legitimate requests for

information.

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� Supply of data to other systems in order to fulfil HR functions such

as payroll, health and safety, training, et cetera. Increased

consistency and reliability through systems and automation.

� The maintenance of up-to-date organisational charts.

� Management information reporting.

� The ability to create dashboards to monitor key measures and

performance indicators.

Benefits and reward

Benefits increase commitment, demonstrate care, meet personal needs and

form part of a tax-efficient and attractive remuneration package. Their value

can be between 25% and 50% of salary. A balanced approach is required to

ensure that they promote organisational objectives, are what employees

actually want, are offered at an acceptable cost, and do not undermine the

strategy for reward.

Many larger organisations have introduced systems of flexible benefits in

order to take advantage of concessions by HMRC, remain competitive in the

labour market, and meet employees’ perceived and varying needs. It can be

hard to control the full costs of such arrangements and harder still to measure

their benefits to the enterprise.

Many organisations persevere with benefit arrangements that have remained

untouched for many years. We believe that regular reviews are necessary to

understand the contribution that benefits are making to the overall

remuneration package, to measure the full costs, to assess trends over time,

and to assess the effect of changes in the labour market and in taxation

policies.

This service helps you to meet employees' needs better, to enhance

commitment, and to improve recruitment and retention. It can also find ways

to reduce the cost of providing benefits.

This offering may be considered as a stand-alone service or as a component of

our work on your employee value proposition.

What we offer

Level 1

� An annual systematic audit of all cash and non-cash benefits with an

evaluation of their expected contribution to the business.

� Assistance to understand how labour markets are changing and the

relative attractiveness of different approaches.

� Support in creating structures for pay, progression and motivation.

� Evaluation of how strategies for pay support organisational

objectives.

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Level 2

Level 1 plus additional work to:

� assist with the creation of schemes to encourage employees to meet

the organisation's needs

� develop methods to measure the success of these reward schemes

� implement new systems for pay (including, if required, negotiations

with trades unions)

� develop performance-related pay or team-based pay initiatives

� define the full costs of each benefit and set targets for reducing

expenditure

� save money through greater buying power

� streamline administrative processes, using appropriate technology to

reduce time and costs

� completing surveys of salary markets and analysing market data.

Talent management

There is a need for companies to be strategic and deliberate in how they

source, attract, select, train, develop, retain, promote and move employees

through the organisation. Getting it right will improve revenues, customers'

satisfaction, quality, productivity, cost, and cycle time.

Evaluation of employees should distinguish between 'performance' and

'potential'. Talent management is often associated with a set of organisational

core competencies as well as person-specific competencies. Current

performance within a particular job has always been a standard tool to

measure the profitability of an employee.

Talent management seeks to focus on an employee's potential to improve

performance by developing skills and taking on more responsibility.

A talent management strategy needs to be linked to the business strategy.

Organisations need to ensure that there will be a ready supply of new talent for

senior positions, even if they also recruit externally. Succession should be

considered so that managers attain their full potential and are properly

prepared for more challenging tasks.

Adopting a formal approach to career management will require additional

resources. Organisations have different priorities and they can ‘pick and mix’

from our range of services to suit specific circumstances.

Ideally, talent management should be supported by interactive and accessible

HR management information systems – see our Administration offering.

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What we offer

Level 1

� Assistance to plan and develop a framework and tools to promote

skills and qualities needed for the organisation to succeed, such as

leadership, entrepreneurialism, et cetera.

Level 2

� Development of an action plan to assess the current position.

� Assistance to manage talent and succession and create a talent

strategy.

� Assistance to develop a competency framework.

� Analysis of training needs and/or skills audits, mapped against

business strategies, which will find gaps in competencies and skills.

� Creation of a workforce planning strategy that covers:

� recruitment and retention policies and practices, including

remuneration

� training and development

� skills mix

� staff deployment

� performance management

� outsourcing decisions (make/buy).

Performance management

Organisations need a strategic, integrated process which incorporates goal-

setting, performance appraisal and development in a unified and coherent

framework. This should align individuals' performance goals with the

organisation's wider objectives and long-term direction. Performance

management is therefore concerned with:

� how people work

� how they are managed and developed to improve their performance

and utilisation

� how to maximise their contribution to the organisation, including

setting clear targets and objectives that link corporate and individual

objectives.

Performance management connects the individual's objectives with those of

the organisation. The aim is to form a coherent approach to managing and

developing people. Performance enhancement should be goal-directed, based

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on a shared understanding. Performance improvement must be supported by

the development of employees’ capability.

Many organisations effectively link performance to organisational values

and/or competencies based on a competency framework – see our talent

management offering – but many fail to do so.

Sometimes there is insufficient clarity in the organisation's expectations;

sometimes the performance management mechanisms and regime are

unsuitable or too complicated. Most often, they fail because managers have

insufficient competence to manage people effectively.

Often shared values and/or expected behaviours or competencies are needed to

provide the bedrock for effective management of performance.

We believe that effective performance management is ultimately the prime

responsibility of line management. HR carries the responsibility to ensure that

systems and processes are in place and that managers are fully competent to

undertake the critical task of managing and nurturing talent and dealing with

unacceptable or unsatisfactory performance.

What we offer

Level 1

� A review of the organisation's performance management cycle,

including analysis of methods to undertake assessment (appraisals),

set targets and review and measure performance.

Level 2

� Review of the current situation and the establishment of a robust

performance management regime with appropriate tools.

� Review of role profiles/job descriptions against core processes and the

re-establishment of RACI for managers.

� Creation of a competency framework.

� Provision of training for those who manage performance.

� Holding of records.

� Provision of a helpline for appraisers.

Employee relations

It makes sense to communicate effectively with employees. Their motivation

and commitment will increase and change will be easier to introduce. Without

effective communication, resolution of conflict becomes the norm.

We have more than 40 years' experience of supporting employers in all aspects

of managing employee relations.

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Our approach focuses on making certain that strategies for managing

relationships with employees, as individuals and in groups, formally and

informally, are directed at adding value and are focused on the bottom line.

We implement measures and practices that help clients to achieve better

returns from their investment in people.

What we offer

Level 1

� An annual review of the organisation's strategy for employee relations

and associated plans and mechanisms for communication generally.

Level 2

� Assistance to develop the strategy for employee relations, including

communication.

Resource management

Resource management is about having the right people with appropriate skills

doing meaningful jobs . It is essential:

� to meet the demands of work

� to plan for and maintain the right skills

� to have the right make/buy strategy

� to improve performance by better management and use of resources.

We believe resource management should be considered as an end-to-end

process with three distinct components:

� workforce planning – the number of people required and their

competence

� managing talent and capability

� optimum allocation of resources.

What we offer

Level 1

� Assistance to organisations to consider their end-to-end process and

the development and deployment of options for workforce planning

tools, together with an operational framework to ensure resources are

effectively deployed.

� Assessment of available data including job titles, job descriptions,

employees' personal details and figures on vacancies, turnover and

wastage, reasons for leaving and destination, qualifications and

skills.

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� Consideration of available metrics and measures.

� Gap finding.

Level 2

� Talent management. (See Page 11 for our offering on this subject).

� Strategic planning, which promotes linkages between business,

finance, and people strategies for performance improvement.

(Workforce planning, talent management and resource allocation).

� Assessment of where people spend their time and what work they do.

(Process activity analysis).

� Review of, and work on, the Enterprise Model and processes.

� Analyse current position and consider future needs. (Scenario

planning).

Employee value proposition (engagement)

Glassdoor.com is a constant reminder to organisations of the importance of

their brand as an employer and their reputation as a place to work. Hiring

and retaining the best talent is becoming harder for many employers.

Enlightened organisations invest in their employee value proposition (EVP).

There is a lot of evidence that better employee engagement is beneficial:

� the UK is ranked ninth for engagement among the world's 12th

largest economies (Kenexa 2009)

� productivity in the UK is 16 percentage points below the G7 average

(ONS 2013)

� 94% of the world's most admired companies believe efforts to engage

with employees have created competitive advantage (Hay 2012).

There is nothing new in the concept of treating employees equitably, while

extracting commitment and enhanced performance by offering a reason for

people to join, stay, and achieve.

The EVP should outline policies, programmes, rewards and benefits

programmes that prove an organisation's commitment to people and their

development. In a nutshell, it should answer the question: ‘why should I join

this organisation?’

The EVP needs to be aligned with the corporate strategy and objectives, and

extensively communicated internally and externally.

The benefits of the EVP should be seen in:

� the commitment shown by new starters

� rates of retention and attrition

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� recruitment costs.

The EVP suffers when leaders are invisible, managers fail to engage,

employees have no voice, or the organisation lacks integrity.

The HR function should make the EVP and employee engagement a priority.

We can help with this.

What we offer

Level 1

� A complete diagnostic review.

� Regular reviews which could include:

� temperature checks

� surveys

� opinion gathering

� focus groups.

� Independent testing of the EVP against strategic objectives.

� Testing HR's plans against strategic objectives.

Level 2

� Support the organisation to promote its EVP.

� Support in creating the strategy.

� Support in implementing the strategy.

� Enhancement of the organisation's profile on social media, including

assistance with content.

Organisational design

The HR function must ensure that the design of the organisation is optimal.

Many organisations pay this requirement insufficient attention, thereby losing

the opportunity to ensure effectiveness and efficiency. Inadequate

organisational design wastes resource and adds cost.

Review of organisational structure and form is best conducted by those who do

not have an emotional or political stake in the status quo. It requires a

methodology and it should be the process for integrating the people,

information and technology of an organisation. It should ensure that the form

of the organisation is matched as closely as possible to what it is seeking to

achieve. Good design should optimise collective effort.

Organisational design must consider the following:

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� context

� culture

� regulations

� division of tasks

� appropriate ratios

� purpose

� structure

� technology

� reporting and control

� skills/experience/competence

� environment

� size (including affordability)

� formalisation of processes

� authority to make decisions.

Organisational design is often inextricably linked to the design of jobs and

their evaluation. Collinson Grant has developed its own proven methodology

for job evaluation.

We have a track record of successfully assisting organisations to understand

their structural strengths and weaknesses; the appropriateness of structural

layers and spans; and the shape and the effect of the diversity of jobs. We

assist organisations in considering options such as delayering, adapting levels

of work and functional relationships.

What we offer

Level 1

� Periodic, independent testing and review of structure, and basic

analysis and reporting on people costs.

Level 2

� Designing methods for the evaluation of jobs/roles.

� Introduction of a regime.

� Custodianship of evaluation system (for complete independence).

� Drafting role descriptions for use in evaluation and performance

management.

� Design of governance and management regime and routines.

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� Job evaluation.

� Use of Mona Lisa (Collinson Grant's proprietary software) to display

and interrogate organisational structure charts and report on

layers/spans, costs, et cetera.

170214

Costs

People Organisation

Productivity

Performance Restructuring

United

Kingdom

Mainland

Europe

United States

of America

Complexity, Direct costs, Employee relations,

Employment law, Implementing change, Integrating organisations, Lean,

Managerial controls, Organisational design, Overheads, Performance management,

Pricing, Process improvement, Procurement, Reward, Supply chain,

Transitional management, Value chain analysis, Workforce planning

collinsongrant.com collinsongranthr.com

33 St James’s Square London SW1Y 4JS United Kingdom Telephone +44 20 7661 9382 Facsimile +44 20 7661 9400

Ryecroft Aviary Road Worsley Manchester M28 2WF United Kingdom Telephone +44 161 703 5600 Facsimile +44 161 790 9177

Web www.collinsongrant.com www.collinsongranthr.com