Former BBC HR Director Lucy Adams has been reflecting on leadership and trust, on her blog. The whole thing is worth a read, but Beeboids will enjoy these bits, the first about emails sent to all staff.....
One day at the BBC, I got a call from a guy in News who wanted to be helpful by explaining to me that “my emails were crap” and I should “get someone else to write them for me”. I was slightly taken aback as this was precisely what I had done. My emails were usually written with several other people – people in HR, people in Legal, people in the press team and people in Internal Communications. As I re-read the most recent communications I realised with dismay that he was right. My emails were crap. They seemed pompous and sterile, lacking any humanity or humility. I had adopted the royal Executive “We” and, in an effort to be accurate, I had “lawyered-out” any personality....
During the period when we were trying to communicate the need to reform the BBC’s final salary pension scheme, the trade unions’ leaflets were so much more powerful than the corporate line. They created images of fat, overpaid BBC executives who cared little for the poorly paid BBC staffer who would suffer in old age. They produced caricatures of the Director General and his team with an almost pantomime villain quality. We talked about mortality rates and interest rate risks. During the severance scandal, the press had a field day with images of overpaid executives receiving enormous amounts of money. One entire page in the Daily Mail was devoted to my supposed obsession for designer labels and expensive handbags – despite me being a TopShop regular ! The corporate response tried to explain what we had been doing by talking about contractual entitlements and payback periods leading to savings of £20m a year. A futile attempt to combat emotion with analysis....
In every period of difficult news “Hunt the missing Exec” is a favourite pastime and yet this disappearing act damages their faith in us to do the right thing. One of the bravest leadership acts I’ve seen was Tim Davie who, on his first morning as Acting Director General of the BBC during the Savile crisis, went straight onto the Newsroom floor to meet with the journalists. Most senior managers would rather go and visit the staff in Gaza then make an appearance down there during a crisis. That one act earned him a huge amount of respect and trust....
In recent years the BBC started publishing all of the expense claims of its senior leaders. Whilst the press focused on the more luxurious claims – a bottle of champagne or a posh dinner – what annoyed the staff most was the smaller claims – the postage stamp or the cappuccino – by people who were on six-figure salaries. We’ve all seen these small abuses of privilege and some of us have been guilty of doing it; the demand for a good parking space, the slightly better stationery than everyone else, no hot desking for the Execs. It does us no favours and we come across as mean-spirited. You wouldn’t trust a mate who demanded petty privileges so why would you trust your leader ?.....
So many of our HR policies [I don't think she's being BBC-specific here, but...]have been developed because someone did something bad once and a rule was developed to prevent anyone doing it ever again. We all have the “Stop Them” Policies and indeed hours of our time go into enforcing them. Think about your employment contract. This tells us how much we are going to be paid, the hours we are expected to work and the 30 policies that if breached, will result in us being fired. Hardly the opening gambit for a trusting relationship !
Showing posts with label HR. Show all posts
Showing posts with label HR. Show all posts
Sunday, July 13, 2014
Tuesday, May 20, 2014
Friday, May 2, 2014
Company man
Those with an interest BBC presenter deals are poring over this element of Jeremy Paxman's Newsnight resignation announcement - "This was a decision I reached - and informed the BBC of - last July. I shall work out the remainder of my contract and will not seek another."
Is it possible that Dame Margaret Hodge became the last straw for Paxo ? It was Ma Hodge who roasted BBC CFO Zarin Patel in July 2012, saying she had heard from one long-term presenter who had been employed by the BBC for more than 20 years, who said he had to go "off books into a service company" or face a "substantial pay cut".
"He was told he would not be employed unless he did that and when he asked for that to be put in writing that was refused to him," she said.
One Jeremy Paxman had, spookily, gone public with a very similar story in March 2012, saying, after 20 years presenting Newsnight, the "BBC required me to form a company if I wanted to continue.... They claimed they had been told to do so by HMRC.” So, Out In The Dark Ltd was formed in May 2009.
Ma Hodge said paying presenters through personal service companies, when the BBC was their only employer, was "immoral". The BBC responded by promising an investigation, and, by November 2012, working with Deloitte, produced a report, reviewing 804 "talent" deals. Deloitte was then asked to work on a new test, to determine who should be on staff terms and conditions, which was finally unveiled in November last year, to be used in all new hirings and contract renewals.
So, with his contract up in June, it may well be that the test showed Jezzer should transfer back to staff, presumably on Band 11, but paid way above the roof, and look forward to appraisals, leave application forms, compulsory training, and all that...
Is it possible that Dame Margaret Hodge became the last straw for Paxo ? It was Ma Hodge who roasted BBC CFO Zarin Patel in July 2012, saying she had heard from one long-term presenter who had been employed by the BBC for more than 20 years, who said he had to go "off books into a service company" or face a "substantial pay cut".
"He was told he would not be employed unless he did that and when he asked for that to be put in writing that was refused to him," she said.
One Jeremy Paxman had, spookily, gone public with a very similar story in March 2012, saying, after 20 years presenting Newsnight, the "BBC required me to form a company if I wanted to continue.... They claimed they had been told to do so by HMRC.” So, Out In The Dark Ltd was formed in May 2009.
Ma Hodge said paying presenters through personal service companies, when the BBC was their only employer, was "immoral". The BBC responded by promising an investigation, and, by November 2012, working with Deloitte, produced a report, reviewing 804 "talent" deals. Deloitte was then asked to work on a new test, to determine who should be on staff terms and conditions, which was finally unveiled in November last year, to be used in all new hirings and contract renewals.
So, with his contract up in June, it may well be that the test showed Jezzer should transfer back to staff, presumably on Band 11, but paid way above the roof, and look forward to appraisals, leave application forms, compulsory training, and all that...
Thursday, April 17, 2014
Taking stock
Formally out of Auntie for less than three weeks, ex-BBC HR Director Lucy Adams says, ah-hum, appraisals don't work.
Speaking at a conference reported by HR Magazine, she opined "We think they are key to identifying the talent of the future and that they will improve productivity and engagement, but the reality is they do none of these things and often achieve the reverse.”
“The words ‘Can I give you some feedback’ have the same affect on the brain as someone running up behind you in a dark alley wearing a hoody,” she said. “I’ve seen journalists who have been on the frontline in Afghanistan quaking in fear at the thought of an appraisal.”
They fail, she says, because staff are terrified of them, they only happen once a year, and managers are bad at them; feedback needs to be immediate, rather than annual.
One commenter on the article offers some immediate feedback: From personal experience in four large UK organisations I agree with Lucy Adams. However, I can't fight the feeling that her conversion comes at a time when she finds herself with more opportunities to work on the conference circuit. Organisers please form an orderly queue.
Speaking at a conference reported by HR Magazine, she opined "We think they are key to identifying the talent of the future and that they will improve productivity and engagement, but the reality is they do none of these things and often achieve the reverse.”
“The words ‘Can I give you some feedback’ have the same affect on the brain as someone running up behind you in a dark alley wearing a hoody,” she said. “I’ve seen journalists who have been on the frontline in Afghanistan quaking in fear at the thought of an appraisal.”
They fail, she says, because staff are terrified of them, they only happen once a year, and managers are bad at them; feedback needs to be immediate, rather than annual.
One commenter on the article offers some immediate feedback: From personal experience in four large UK organisations I agree with Lucy Adams. However, I can't fight the feeling that her conversion comes at a time when she finds herself with more opportunities to work on the conference circuit. Organisers please form an orderly queue.
Formula
My myriad HR readers will enjoy this one. "Opportunity in Adversity", a presentation by the new BBC HR Director Valerie Hughes-D'Aeth from two years ago about her current employers, Amey. Eagle-eyes will notice "outsourced disciplinary/grievance support"; HR cost per employee reduced by 20%; and "temporary labour outsourced" (Not what Margaret Hodge ordered).
Management bonuses are linked to "wellness", staff retention and staff satisfaction (70% target). That would pretty much guarantee the bonus pot would lie untouched in the current BBC - if it's ever brought back.
Management bonuses are linked to "wellness", staff retention and staff satisfaction (70% target). That would pretty much guarantee the bonus pot would lie untouched in the current BBC - if it's ever brought back.
Key note speaker - Valerie Hughes-D'Aeth - Opportunity in Adversity - PPMA Seminar April 2012 from PPMA - Public Sector People Managers' Association
Thursday, March 27, 2014
No names
It pays to be a senior manager in BBC Television. Auntie has quietly updated figures for senior managers' pay by division in the past month.
Television has 89 bosses (beyond those who have both their names and salaries disclosed), sharing £12.7m a year - an average of £142k.
BBC North follows in second place, with 18 managers sharing £2.5m - average £138k. Next Anne Bulford's Finance and Business - 68 managers, £9.3m, average £137k. Then comes James Purnell's Strategy and Digital - 41 managers with a pot of £5.5m, average £134k, including one person above £150k. The HR department has 25 execs on a total of £3.3m, with an average of £132k.
Back to output, and there are 25 managers at Radio, sharing £3.2m, average £128k. They do boast one unnamed manager on a package above the magic £150k.
Data for BBC Nations and Regions hasn't yet appeared. So bringing up the rear is the News Group. Plenty of senior manager jobs there - 106, sharing £10.4m, making an average of £98k, with one on a package above £150k.
Television has 89 bosses (beyond those who have both their names and salaries disclosed), sharing £12.7m a year - an average of £142k.
BBC North follows in second place, with 18 managers sharing £2.5m - average £138k. Next Anne Bulford's Finance and Business - 68 managers, £9.3m, average £137k. Then comes James Purnell's Strategy and Digital - 41 managers with a pot of £5.5m, average £134k, including one person above £150k. The HR department has 25 execs on a total of £3.3m, with an average of £132k.
Back to output, and there are 25 managers at Radio, sharing £3.2m, average £128k. They do boast one unnamed manager on a package above the magic £150k.
Data for BBC Nations and Regions hasn't yet appeared. So bringing up the rear is the News Group. Plenty of senior manager jobs there - 106, sharing £10.4m, making an average of £98k, with one on a package above £150k.
Tuesday, March 11, 2014
Years roll by...
Alan Yentob is 67 today. As soon as I find out where the party is, I'll let you know.
Is he the oldest member of staff ? I doubt it, but there's a widening age gap to middle managers below. Once again, BBC students of demographics and pension changes will notice that a lot of late 50s/early 60s colleagues have been holding farewell parties as the new financial year approaches. Could it have anything to do with changes to the lifetime allowance defining the tax-advantaged pension savings that an individual can accumulate over their career ? From April, the limit is cut from £1.5m to £1.25m.
Is he the oldest member of staff ? I doubt it, but there's a widening age gap to middle managers below. Once again, BBC students of demographics and pension changes will notice that a lot of late 50s/early 60s colleagues have been holding farewell parties as the new financial year approaches. Could it have anything to do with changes to the lifetime allowance defining the tax-advantaged pension savings that an individual can accumulate over their career ? From April, the limit is cut from £1.5m to £1.25m.
- One soon-to-be-former BBC employee Lucy Adams is a long way from whatever pension she accumulated with Auntie. So it's little surprise she's topping up income with another keynote HR speech, this time at the 9th Annual Congress of the Strategic HR Network (created by an events company called Middleton Burgess as a networking opportunity, and now run as a stand-alone firm). It's a one day event tomorrow in London (delegate cost £699 + VAT) and Lucy's on at 1600.
Friday, February 28, 2014
Lettuce
Sometimes you need the strong words and help of outsiders to change things. Equality consultant Jean Farrell was on a panel at the BBC yesterday headlined entitled "The Road to 50% Women in Leadership", and many of the participants had been part of her Women's Development Initiative 15 years ago.
'In my view you can't be a good leader unless you can show real competence around diversity and inclusion, and those who don't should pay the price. There should be no difference between failing to deliver on budget and failing to meet diversity targets. But it's all flopsy bunny when it comes to diversity.'
Amanda Rice, Head of Diversity, also offered a pointed remark "Digital and Strategy is an incredibly important division in terms of shaping the BBC, but all the people at the top of that division are male". Not quite true: James Purnell is Director of Digital & Strategy, and he has one woman on his board - Natasha Adams from HR. Nonetheless, let's see what happens to Jim's £295k salary next year.
Amanda Rice, Head of Diversity, also offered a pointed remark "Digital and Strategy is an incredibly important division in terms of shaping the BBC, but all the people at the top of that division are male". Not quite true: James Purnell is Director of Digital & Strategy, and he has one woman on his board - Natasha Adams from HR. Nonetheless, let's see what happens to Jim's £295k salary next year.
- Today is HR Director Lucy Adams' last day in the office - she's on leave till the end of the financial year. She announced her decision to leave six months ago, and there's no sign yet of a replacement. Who's in charge of recruitment, eh ?
Monday, February 17, 2014
Leaving trunk
Just ten days before HR Director Lucy Adams leaves the BBC. She told the FT last week she was on a five-year contract, starting in June 2009, so perhaps, just perhaps, she always intended to move on, developing what she calls her "eclectic" CV.
"I had no idea when the opportunity came up to join the BBC of the press intrusion on the doorstep, the freedom of information requests flooding in at the rate of 30 a day – or that I would be termed ‘the designer clad pay-off queen’."
There's apparently still time to contribute, in cash or electronically, to her leaving present to give her something really nice. Alongside £1.6m in salary and other benefits over 4 years and 10 months.
"I had no idea when the opportunity came up to join the BBC of the press intrusion on the doorstep, the freedom of information requests flooding in at the rate of 30 a day – or that I would be termed ‘the designer clad pay-off queen’."
There's apparently still time to contribute, in cash or electronically, to her leaving present to give her something really nice. Alongside £1.6m in salary and other benefits over 4 years and 10 months.
Thursday, February 6, 2014
A lack of "space for reasoned arguments"
I can find no "professional" reports of BBC HR Director Lucy Adams' performance at the "HR Summit" in Birmingham yesterday.
There's this admiring analysis by Ian Pettigrew of Kingfisher Coaching - some extracts:
In a process of trying to balance shareholders and organisational needs (whilst working to save significant levels of money), Lucy now believed that she should have pushed harder to make sure that stakeholder voices were heard throughout this process.
Lucy regrets that there wasn’t more space to make reasoned arguments but made a great point that when you are paid good money to do a senior role, you have to make a judgement call and then live with the consequences, accepting that we won’t get every one right.
Lucy suggested that the HR doesn’t have an exclusive role as the conscience of the organisation, suggesting that sits with the head of the organisation, but that HR should challenge and help to make sure that all viewpoints are considered.
There's this admiring analysis by Ian Pettigrew of Kingfisher Coaching - some extracts:
In a process of trying to balance shareholders and organisational needs (whilst working to save significant levels of money), Lucy now believed that she should have pushed harder to make sure that stakeholder voices were heard throughout this process.
Lucy regrets that there wasn’t more space to make reasoned arguments but made a great point that when you are paid good money to do a senior role, you have to make a judgement call and then live with the consequences, accepting that we won’t get every one right.
Lucy suggested that the HR doesn’t have an exclusive role as the conscience of the organisation, suggesting that sits with the head of the organisation, but that HR should challenge and help to make sure that all viewpoints are considered.
- 2pm update: There's also this report, from the blog of People Management, the organ of the Chartered Institute of Personnel and Development.
Friday, January 31, 2014
Trend
At the end of a week in which I was personally praised for my knowledge of BBC grades by a long-serving BBC HR commissar, another Freedom of Information factoid.
The number of "Senior Manager" graded staff (Bands 1 and 2) has fallen to 408 - a drop of seven since the last reported 415. The number of staff at Band 11, just below Senior Manager, has increased to 748, up fourteen since the last reported 734.
The number of "Senior Manager" graded staff (Bands 1 and 2) has fallen to 408 - a drop of seven since the last reported 415. The number of staff at Band 11, just below Senior Manager, has increased to 748, up fourteen since the last reported 734.
Sunday, January 26, 2014
Stokers
I blow hot and cold about the NUJ. I left the union because its administration was appalling - all of a sudden it couldn't manage to take my subs by direct deduction from BBC salary, the way I'd joined as a trainee ten years earlier. On three occasions, it threatened to expel me for arrears, through pompous recorded delivery letters. On three occasions, I put them right - I'd made no change to my internal standing order, it was their failure - and they, in turn, assured me that all was fine. On the fourth occasion, I cancelled my membership.
I like the NUJ standing up for working journalists on a case by case basis. Their intelligent support for individuals pitted against the BBC machine is usually one of the best things you get from your subscription.
Currently, however, I'm worried that they are behaving a tad hysterically. They had to make an uncomfortable apology to HR Director Lucy Adams last year, after equating a "claim" of "dirty tricks" with "evidence" of "dirty tricks". Now I'm worried that they - or members - may be briefing papers they should have no truck with, to keep the "bullying at the BBC" story stoked up, with claims, not evidence. I'd love to be assured that I'm wrong.
Declaration of interest: I worked with Mark Sandell at the BBC for more years than either of us care to remember; he was part of the Breakfast team when we launched 5Live Breakfast. He's a mate.
The Mail On Sunday has created a two-page spread around some less-than-half-truths, headlined "Another Bully at the BBC", and far too many other media organisations have lifted the story without seeking context. Mark is in the middle of what the BBC calls a "grievance procedure", with a range of complaints brought by one person. That one person didn't like the result of the first hearing, and has appealed. The appeal is in the process of being heard.
So, as the Mail rushes to judgement, let's look at another belter in their piece:
One well-placed source said: ‘Mr Sandell is someone who is known to have had a reputation for as long as he has been at the BBC. He was at 5 Live and other parts of the BBC and his reputation goes before him.
‘There have been previous complaints [of bullying] against him.’
It is not known if these claims have ever been investigated.
Mark's reputation is that of an innovative programme-maker, with a real belief in encouraging teams, bringing on individuals, and getting to the heart of stories. You can't really investigate complaints of bullying if they haven't been made. Let's see where this story goes when the appeal is over, and assess what level of transgression emerges.
I like the NUJ standing up for working journalists on a case by case basis. Their intelligent support for individuals pitted against the BBC machine is usually one of the best things you get from your subscription.
Currently, however, I'm worried that they are behaving a tad hysterically. They had to make an uncomfortable apology to HR Director Lucy Adams last year, after equating a "claim" of "dirty tricks" with "evidence" of "dirty tricks". Now I'm worried that they - or members - may be briefing papers they should have no truck with, to keep the "bullying at the BBC" story stoked up, with claims, not evidence. I'd love to be assured that I'm wrong.
Declaration of interest: I worked with Mark Sandell at the BBC for more years than either of us care to remember; he was part of the Breakfast team when we launched 5Live Breakfast. He's a mate.
The Mail On Sunday has created a two-page spread around some less-than-half-truths, headlined "Another Bully at the BBC", and far too many other media organisations have lifted the story without seeking context. Mark is in the middle of what the BBC calls a "grievance procedure", with a range of complaints brought by one person. That one person didn't like the result of the first hearing, and has appealed. The appeal is in the process of being heard.
So, as the Mail rushes to judgement, let's look at another belter in their piece:
One well-placed source said: ‘Mr Sandell is someone who is known to have had a reputation for as long as he has been at the BBC. He was at 5 Live and other parts of the BBC and his reputation goes before him.
‘There have been previous complaints [of bullying] against him.’
It is not known if these claims have ever been investigated.
Mark's reputation is that of an innovative programme-maker, with a real belief in encouraging teams, bringing on individuals, and getting to the heart of stories. You can't really investigate complaints of bullying if they haven't been made. Let's see where this story goes when the appeal is over, and assess what level of transgression emerges.
Thursday, January 23, 2014
Evaluated
And the answers to yesterday's quiz....
A: Advisor, Information Rights, Legal ? 7
(A small majority of you got this one right)
B: Head of Features UK ? SM2
(70% got this one wrong)
C: Head of Marketing, BBC1 ? 11
(47% got this right)
D: Creative Director, Visual Journalism ? 9
(90% of you thought this was more highly graded)
E: Head of UX & D for Internal Tools ? 10
(42% right - though three thought it was a new Senior Manager)
F: Social Media Community Executive ? 7
(Lower expectations from you than me - 37% right)
A: Advisor, Information Rights, Legal ? 7
(A small majority of you got this one right)
B: Head of Features UK ? SM2
(70% got this one wrong)
C: Head of Marketing, BBC1 ? 11
(47% got this right)
D: Creative Director, Visual Journalism ? 9
(90% of you thought this was more highly graded)
E: Head of UX & D for Internal Tools ? 10
(42% right - though three thought it was a new Senior Manager)
F: Social Media Community Executive ? 7
(Lower expectations from you than me - 37% right)
Wednesday, January 22, 2014
Evaluation
Musing, as you do, over BBC job vacancies, I've noticed some new groovy titles - and some surprising grades. For all my HR chums here's a little quiz. Answers tomorrow.
Tuesday, January 14, 2014
Predictable
The BBC has once again wussed out of removal of a pay supplement from The Ark - the Unpredictability Allowance, given to around 8,000 staff, most of them journalists, many of whom can tell you exactly which days they will be free to play golf in autumn this year.
This is the fifth back-track - now, apparently, instead of a gutsy collective management move to this "necessary reform", Lord Hall is waiting til the appointment of a new HR Director, to see what he or she thinks.
The unions get very het up about this one, on the principle that there must be demonstrable reward for a disrupted lifestyle.But actually, for most current employees, the solution on the table, consolidation into pensionable pay is a better financial deal - especially given the amount the BBC is lobbing into the fund over the next four years. 1700 update: A cascade of contacts point out that the current offer only consolidates UPA into non-pensionable pay.
This is the fifth back-track - now, apparently, instead of a gutsy collective management move to this "necessary reform", Lord Hall is waiting til the appointment of a new HR Director, to see what he or she thinks.
The unions get very het up about this one, on the principle that there must be demonstrable reward for a disrupted lifestyle.
Wednesday, January 1, 2014
25
Good to know the BBC's Freedom of Information team was working on New Year's Eve. No evidence on the HR database of child sexual abuse since 2006, but....
As we have already released in a previous FOI response, the BBC Investigation Service has records of 1 allegation relating to one individual reported to the Investigation Unit which was alleged to relate to a minor. This allegation was found not to be substantiated following an investigation by the BBC in 2011.
In addition to the above, since the allegations about Jimmy Savile and others came to light the BBC has been actively encouraging anyone with information to come forward since 3 October 2012. As a result of this the BBC has received 45 allegations of inappropriate physical and non-physical behaviour of a sexual nature involving victims under the age of 18 relating to 25 BBC staff or contributors. The majority of these allegations relate to people who have died, or who have not worked for the BBC for many years although the dates supplied for these historic cases aren’t always specific.
As we have already released in a previous FOI response, the BBC Investigation Service has records of 1 allegation relating to one individual reported to the Investigation Unit which was alleged to relate to a minor. This allegation was found not to be substantiated following an investigation by the BBC in 2011.
In addition to the above, since the allegations about Jimmy Savile and others came to light the BBC has been actively encouraging anyone with information to come forward since 3 October 2012. As a result of this the BBC has received 45 allegations of inappropriate physical and non-physical behaviour of a sexual nature involving victims under the age of 18 relating to 25 BBC staff or contributors. The majority of these allegations relate to people who have died, or who have not worked for the BBC for many years although the dates supplied for these historic cases aren’t always specific.
Friday, December 13, 2013
Crumbs
As issues facing the BBC Trust get spikier, the minutes of their meetings become increasingly dull - from a low base.
Their October 23 meeting would have sent most to sleep, if the notes are a fair representation of the discussion. The only crumb I can find is that Rachel Currie, HR Director of Employment, was taken along to update the grandees on "Respect at Work" changes. This may well have given her a chance to impress ahead of the contest to replace Lucy Adams, who announced her departure as HR Director in August. So, if you can find a bookie to take it at decent odds, Rachel may be worth a punt.
Their October 23 meeting would have sent most to sleep, if the notes are a fair representation of the discussion. The only crumb I can find is that Rachel Currie, HR Director of Employment, was taken along to update the grandees on "Respect at Work" changes. This may well have given her a chance to impress ahead of the contest to replace Lucy Adams, who announced her departure as HR Director in August. So, if you can find a bookie to take it at decent odds, Rachel may be worth a punt.
Thursday, December 12, 2013
Person job
Just six days left to apply to be the BBC's next HR Director, in succession to Lucy Adams. It's amusing that the ad is short, with none of that detailed "person specification", "scope", "values" guff attached, as seems to be required by all other Corporation recruitment opportunities.
And it's gloriously vague on figures. The BBC employs "c21,000 staff" (An FoI response said the figure was 19,649 in September), and the HR Director has a staff of c500. That's a generous one for everyone 40 employees, especially when you look at the personnel functions that are outsourced. There is no mention of salary, but it's safe to say it'll be less than Lucy's £332,900 package. Will that attract someone of sufficient "gravitas", as required ?
And it's gloriously vague on figures. The BBC employs "c21,000 staff" (An FoI response said the figure was 19,649 in September), and the HR Director has a staff of c500. That's a generous one for everyone 40 employees, especially when you look at the personnel functions that are outsourced. There is no mention of salary, but it's safe to say it'll be less than Lucy's £332,900 package. Will that attract someone of sufficient "gravitas", as required ?
Wednesday, December 11, 2013
People person
The BBC's outgoing HR boss, Lucy Adams is venturing out for an interview in February, on the stage of the Birmingham International Convention Centre, at the 12th Annual HR Summit. Here's the billing:
Lucy has been at the corporation since 2009 and, during a period of great upheaval, has dealt with four different Director Generals and the relocation of large parts of the BBC to Salford – as well as controversies including the Jimmy Savile scandal and executive pay-offs.
Lucy will answer questions on…
Navigating the tricky area between business priorities and public accountability
What can be learnt from the BBC Crisis - what she has personally learnt from her high-profile role and what she might do differently?
How do you continue to manage staff morale and overall people management during crises?
If I catch any of you making up your own answers, there'll be trouble...
Lucy has been at the corporation since 2009 and, during a period of great upheaval, has dealt with four different Director Generals and the relocation of large parts of the BBC to Salford – as well as controversies including the Jimmy Savile scandal and executive pay-offs.
Lucy will answer questions on…
Navigating the tricky area between business priorities and public accountability
What can be learnt from the BBC Crisis - what she has personally learnt from her high-profile role and what she might do differently?
How do you continue to manage staff morale and overall people management during crises?
If I catch any of you making up your own answers, there'll be trouble...
Thursday, November 21, 2013
No job like it
A short sharp series of raspberries was heard from Broadcasting House yesterday, as the BBC answered an FOI enquiry asking some reasonable questions about the employment of laughing Al Yentob. Below, my edited version of the Q&As, which started by seeking...
Q. A copy of the job description and objectives set for Mr Alan Yentob as Creative Director
A. I can confirm that there is no job description for Mr Yentob’s role, due to the fact that [because ?] this is [a ?] highly specialised and bespoke role that is unique to Mr Yentob. The post of Creative Director is not a contracted full-time role. The objectives set for Mr Yentob, and the terms of employments [sic] are considered to be personal information and we are therefore withholding this information under section 40(2) (personal information) of the Act.
[Oh, dear HR department, how is possible to evaluate a salary without a job description ? How did we arrive at a rather specific-looking package of £183,300 ?]
Q. The terms of employment and/or any other information showing whether the role is full time or part time including confirmation of contractual hours and leave allowance.
A. See answer above
Q. An organogram of the Creative Director's office and direct reports
A. Mr Yentob reports directly to the Director General, Tony Hall, and has one direct report which is his Personal Assistant.
Q. A copy of Mr Yentob's work diary/schedule for the past 12 months
[An internal BBC review has found that the enquiry response is late; the reviewer expects an answer within four weeks. There is precedent for releasing PDFs of BBC diaries, though heavily redacted. There are other ways of working out what Mr Yentob is doing, as the BBC's most-papped staff member. Last week he was in New York; this week he was giving an award to Sir Terence Conran at the Sanderson Hotel; this weekend he's in Hampstead in conversation with Kevin Spacey]
Q. Information that clarifies of whether the Creative Director role entitles Mr Yentob to commission his own programmes (ie those he presents, features in or produces) or whether these programmes are subject to the exact same competitive commissioning process as other in house or indie programme makers have to go through. A note of these appointments in the requested diary details would be helpful.
A. Information regarding the Commissioning process of programmes is out of scope of the Act.... I can confirm that Mr Yentob does not commission his own programmes.
Q. A copy of the job description and objectives set for Mr Alan Yentob as Creative Director
A. I can confirm that there is no job description for Mr Yentob’s role, due to the fact that [because ?] this is [a ?] highly specialised and bespoke role that is unique to Mr Yentob. The post of Creative Director is not a contracted full-time role. The objectives set for Mr Yentob, and the terms of employments [sic] are considered to be personal information and we are therefore withholding this information under section 40(2) (personal information) of the Act.
[Oh, dear HR department, how is possible to evaluate a salary without a job description ? How did we arrive at a rather specific-looking package of £183,300 ?]
Q. The terms of employment and/or any other information showing whether the role is full time or part time including confirmation of contractual hours and leave allowance.
A. See answer above
Q. An organogram of the Creative Director's office and direct reports
A. Mr Yentob reports directly to the Director General, Tony Hall, and has one direct report which is his Personal Assistant.
Q. A copy of Mr Yentob's work diary/schedule for the past 12 months
[An internal BBC review has found that the enquiry response is late; the reviewer expects an answer within four weeks. There is precedent for releasing PDFs of BBC diaries, though heavily redacted. There are other ways of working out what Mr Yentob is doing, as the BBC's most-papped staff member. Last week he was in New York; this week he was giving an award to Sir Terence Conran at the Sanderson Hotel; this weekend he's in Hampstead in conversation with Kevin Spacey]
Q. Information that clarifies of whether the Creative Director role entitles Mr Yentob to commission his own programmes (ie those he presents, features in or produces) or whether these programmes are subject to the exact same competitive commissioning process as other in house or indie programme makers have to go through. A note of these appointments in the requested diary details would be helpful.
A. Information regarding the Commissioning process of programmes is out of scope of the Act.... I can confirm that Mr Yentob does not commission his own programmes.
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