Case Study 1: New HR Strategy Makes Lloyds

a Best Company
After a mere 320 years in business, the iconic global insurer Lloyds of
London finally set out to establish its first true HR strategy, starting with the hiring of
HR Director Suzy Black in 2009. I was brought in to transform the HR function
from one modeled on an old-style personnel office to function that is more cutting
edge, business focused, and value adding, says Black.
Blacks first order of business was to evaluate the current state of affairs, particularly
how the corporations senior managers perceived the HR role. With this information
in hand, Black and her team began to develop an overarching strategic agenda as well
as specific tactics, addressing everything from recruitment, to performance
management, to basic policies, to rewards and compensation. Early on, Black admits,
her main priority was simply getting the basics right an objective that was made
more challenging by the global reach of the company, which demanded flexibility and
variation to meet the needs of all Lloyds employees while still benefitting the
company.Changing long time employees perception of HR then took a bit of
convincing, but employees quickly began to recognize the value of Blacks actions.
Through repeated presentations, employees worldwide grew to appreciate Blacks
insistence on transparency regarding the nature of the employer-employee
relationship. Gradually, they could see how the HR strategies were effectively
creating conditions in which they could develop in their careers, be successful, and
find meaning and value in their work.
Today, Lloyds employees list the companys challenging work environment, healthy
incentive programs, and meaningful community outreach programs among the key
reasons they enjoy working for the insurance giant.
And Blacks efforts are now gaining recognition outside the firm, positioning the
company as a desirable place to work. In 2011, Lloyds landed on the Sunday Times
Top100 Best Companies to Work For (in the United Kingdom) list and was hailed as
one of the United Kingdoms Top 40 Business Brands by an independent researcher.
Black emphasizes that the transformation was a company-wide effort, and Lloyds
CEO Richard Ward adds, I believe Lloyds to be an inspiring and rewarding place to
work and am pleased that our staff agree, I am extremely proud of the achievements
of the corporation over the last 12 months and thank all Lloyds employees for their
continuing dedication, commitment, and professionalism.Ironically, this leadership
position is the first HR position Black has ever held as she rose through the ranks in
other arenas in business. But her experience has given her a clear definition of the
ideal characteristics of HR professionals of the future. Black says they must be
commercial, challenging, and focused on delivery and excellence. They must
understand change and transformation, excel at operations, and balance tactical and
strategic thinking and acting. She adds, They will have to be able to manage and
navigate organizational complexity and ambiguities and not be afraid to say no
occasionally in order to establish appropriate boundaries with the business.


Answer and come up with effective solutions and HR policies. They should not hesitate in
saying 'No', if anything is felt to be against the company's policies or business ethics.
The skills needed by employees to work successfully in the area of Human Resource
are;
HR Mastery
company, which is on-going and continously changing. They should be able to
interlink the organizational needs with the HR activities. At Llyod's, Suzy Black
wants the HR professionals to prioritize the needs of the organization, that benefits the
employees as well asthe company as a whole.
Personal Credibility They must establish credibility in the eyes of the internal and external customers.
(Hint: Organize the skills according to the Competencies of the HR Manager found
on
page 27 Business Mastery, HR Mastery, Change Mastery, Personal Credibility)

Answer 1. The employees could notice quite clearly how effectively they could advance
themseleves
in thier careers, be successful and understand the importance of the work that they
perform
for the company.
2. The employees accredited the company's work environment, incentive programsn
and community outreach programs as one of the most essential reasons why they like
to work for
Lloyd's.
3. Suzy Black's efforts to remodel the HR strategies are widely recognized and are
company
wide followed (nature of employer-employee relationship).
4. The HR director's strategic actions gained recognition outside the company and
made it get
short-listed as one of the most desirable places to work.
5. The new HR strategy implemented recorded an increase in the transparency
between
employer-employee relationships.
The company underwent a lot of changes, ever since Suzy Black was appointed as the
Director of HR. She revolutionized the company policies and changed the perception
of
the HR professionals.

Answer Language barrier - In some countries, like Brazil, Spain, Germany, China - there is a
dominance of native language than the universal language of conducting business English.
To formulate policies, I think the rules and policies should be laid down in both the

languages.
Cultural Consideration - A company with a global base would hire people from all
around theworld, so it must lay down its policies which must cater to the corporate
culture of the country. Employment Laws - The employment laws of the company
should be made in context to the employment laws of the country, because in my
opinion that will neutralize the potential conflicts and disputes.
Reward system and compensation plans - Every country has a different currency,
henceforth, the incentives and compensation plan should be designed in accordance
with the standard of living of the country. The wage they earn, must fetch them
reward for the work they perform
according to thier abilites, qualities and capabilities.

marks)
Answer -

Laporan Kasus
A. Abstraksi Kasus
Laporan ini ditujukan untuk menyelesaikan tugas Manajemen Sumber Daya
Manusia. Dalam pembahasan kali ini kita akan membahas tentang Case Study 1:
New HR Strategy Makes Lloyds a Best Company.
B. Tokoh-Tokoh
Suzy Black : Mengubah fungsi HR dari satu model pada gaya lama personil kantor
berfungsi yang tepi lebih pemotongan, fokus bisnis, dan nilai tambah
Richard Ward: CEO Lloyd
C. Masalah

Richard Ward, CEO Lloyd meminta Suzy Black mengubah fungsi HR dari
satu model pada gaya lama personil kantor berfungsi yang tepi lebih
pemotongan, fokus bisnis, dan nilai tambah.
D. Teori yang terkait
Sumber daya manusia adalah konsep yang relative baru dalam jargon
manajemen dan organisasi . Istilah ini menjadi popular selama awal decade
1970-an tatkala Ilmu Perilaku menunjukkan bahwa mengelola orang-orang
dengan menganggapnya sebagai sumber daya dari pada hanya sebagai factor
produksi akan memberikan manfaat nyata, baik itu bagi organisasi maupun
karyawan. Dalam Simamora (1995:3) Filosofi yang terkandung dalam konsep
sumber daya manusia ini adalah :
a. Karyawan dipandang sebagai suatu investasi yang-jika dikembangkan
dan dikelola dengan baik serta efektif- akan memberikan imbalan bagi
organisasi dalam bentuk produktivitas yang lebih besar.
b. Manajer membuat berbagai kebijakan, program, dan praktik yang
memuaskan, baik bagi kebutuhan ekonomi maupun bagi kepuasan
pribadi karyawan.
c. Manajer menciptakan lingkungan kerja yang di dalamnya para
karyawan didorong untuk mengembangkan dan menggunakan keahlian
serta kemampuannya semaksimal mungkin.
d. Program dan praktik personalia diciptakan dengan tujuan agar terdapat
keseimbangan antara kebutuhan karyawan dengan kebutuhan
organisasi.
E. Analisis Masalah
1. Apa keterampilan karyawan yang Black pikir perlu bekerja dengan sukses
di bidang HR?
2. Apakah beberapa hasil dari strategi SDM baru perusahaan? (2 tanda)
3.Apa yang Anda pikir mungkin beberapa tantangan dari penetapan kebijakan
SDM untuk perusahaan global?
4. Apa jenis situasi yang Anda pikir mungkin memerlukan manajer HR untuk
mengatakan "tidak"?
F. Alternatif Pemecahan Masalah
Menurut kasus yang diberikan, characterstics ideal karyawan yang
bekerja di Departemen Sumber Daya Manusia, mereka harus tertantang ketika
datang ke pekerjaan. Mereka harus fokus pada memberikan keunggulan dalam
melakukan operasi. Mereka harus memahami sifat dinamis dari perusahaan,
bagaimana membuat transformasi menjalani lebih darisuatu jangka waktu.
Mereka harus dapat berkeliling kompleksitas organisasi dan datang dengan
solusi yang efektif dan kebijakan SDM. Mereka tidak perlu ragu dalam
mengatakan 'Tidak', jika ada sesuatu yang dirasakan terhadap kebijakan

perusahaan atau etika bisnis.Keterampilan yang dibutuhkan oleh karyawan

untuk bekerja dengan sukses di bidang Sumber Daya Manusia adalah Bisnis
Mastery - HR profesional disewa harus memiliki pengetahuan yang optimal
dan pemahaman tentang bisnis organisasi yang mereka wakili. Hal ini
membutuhkan karyawan untuk memiliki wawasan tentang kemampuan
fianacial dan ekonomi perusahaan,sehingga kontribusi dalam membuat
keputusan dan merumuskan kebijakan strategis untuk
organisasi yang diinginkan.
Staff HR harus mengalihkan perhatian mereka terhadap staf yang
bekerja, proses rekrutmen, rencana kompensasi berbasis reward dan
menyelesaikan organisasi konflik. profesional HR ahli perilaku organisasi,
mereka harus bekerja ke arah memiliki lingkungan yang sehat-kerja dan
prosedur kepegawaian yang tepat.Ubah Penguasaan - Para profesional HR
harus memahami sifat dinamis dari Perusahaan, yang terus-menerus dan terus
menerus berubah. Mereka harus mampu interlink yang kebutuhan organisasi
dengan kegiatan HR. Pada Llyod ini, Suzy Hitam ingin HR profesional untuk
memprioritaskan kebutuhan organisasi, yang manfaat karyawan serta
perusahaan secara keseluruhan.
Kredibilitas pribadi - The HR profesional harus menunjukkan nilainilai dan keyakinan dari perusahaan, untuk staf yang bekerja dan bekerja.
berdiri pribadi thier di perusahaan harus adil, ketika datang ke pengambilan
keputusan dan menyelesaikan konflik. Mereka harus jaringan dengan semua
divisi

pendukung

dan

departemen

perusahaan,

secara

teratur

dan

segera.Mereka harus membangun kredibilitas di mata pelanggan internal dan

eksternal.
G. Pengambilan Keputusan (memilih cara mengatasi masalah)