News

Here’s what we’ve been up to

Happy GDPR anniversary

Back in June 2017, we started the process of auditing and reviewing all personal data we held. The result of this review was:

  • A Privacy Policy
  • A Candidate Privacy notice
  • An Employee Associate Agreement

All of our staff were then asked to complete further data compliance checks. Following this we set up relevant retention policies over the 2018 Christmas period.

Supporting our clients

A year on and GDPR has certainly taken hold since its enforcement on the 25 May 2018. Not a day goes by when this isn’t reflected in the day to day work of our project teams based at client sites. Here are some examples of how we have achieved this.

Cross-continental project

SG Fleet, founded in 1986, has headquarters in New South Wales, Australia, and two sites in the UK. They are in full swing, reviewing their cross countries’ regulations and licensing.

We are providing SG Fleet with project coordination on a number of projects. The latest of these being the migration and implementation to a new cloud based telephony system.

The first step was the drawing up of the initial agreement and licensing between the telephony provider and SG Fleet Australia. Once in place, our onsite project coordinator was then able to supervise the novation of the agreement from Australia to the UK offices.

The Australian parliament has been completing some due diligence on updating privacy regulations to close the gap with Europe, although some differences still exist. As GDPR doesn’t just apply to EU businesses, it’s become crucial that the telephony licensing and data accounts follow EU GDPR regulations.

Supporting the not-for-profit sector

The Civil Service Sports Council (CSSC) is a not-for-profit organisation which promotes fulfilling lifestyle opportunities to its 160,000 plus members. We have been working with CSSC for over a year on different projects.

CSSC take all aspects of GDPR very seriously and ensure that they only use and request the minimal amount of information. As a consequence, the GDPR project was of particular importance to them. Courtney Brooks, one of our business analysts, has been supporting CSSC on several activities relating to GDPR:

  • Reviewed their 3rd party organisations to establish if they were a data controller or a data processor
  • Created a document for all 3rd parties to sign
  • Developed a GDPR data flow diagrams detailing the data journey – from their creation, storage and accessibility

As a result our blended project teams have experienced a variety of situations which have helped us gain a greater understanding of GDPR. Alongside this we’ve continued to maintain strong relationships with our clients, and support them to successfully deliver projects.

Happy 1st GDPR anniversary!

Three key steps to navigating the politics of change

Business politics can be one of the main challenges when looking to drive successful business change. However, the careful navigation of internal politics is a factor that is often overlooked.

Here are three ways that effective change can be achieved while ensuring that political sensitivities are managed:

1. Communicate

When faced with change, the natural reaction of most people is to consider the personal impact this will have on them. A good change programme should consider the implications of the suggested approach for each employee. Consequently it should offer support mechanisms right from the very beginning.

In turn, this will also make it easier to anticipate and mitigate any setbacks. By building in buffer time and creating a communications strategy you are able to pre-empt any issues.

2. Map out stakeholder groups

While focus is usually placed on senior stakeholders, influencers are in fact often spread across the business and may be found in many different positions. By mapping out stakeholder groups at an early stage in the change programme, it becomes far easier to determine who the true influencers are within an organisation. The easiest and most effective way to do this is by spending time with employees and gaining a better understanding of the workforce and its dynamics.

3. Review the reasons behind resistance

It can be easy to dismiss resistance as defiance when coordinating a transformation programme. However, it is important to consider whether there is an underlying reason for this behaviour. Different people have different worries and similarly respond to different methods of communication.

As such, thought should be given to how the change process can be organised. This will ensure that it reflects the needs of the majority of employees. By adopting this approach from the start, change managers can help businesses to avoid costly and time-consuming resistance throughout the project.

New hires: Three is the magic number

We’re pleased to announce that the Entec Si family has grown, as we welcome three talented new hires already this year.

Meet our new additions

Taking a lead on business strategy and the business’s recent progression into the health sector is Sue Johnson Gregory. Sue joins the senior team as a principal consultant.

In addition, Clare Aris has been appointed as a project manager. Clare’s appointment further strengthens the firm’s project management expertise. Similarly, Richard Dobson has been appointed as a project coordinator following a successful career within the financial services sector.

Alongside this growth, we’ve also launched an apprenticeship programme. The scheme will provide recruits with experience in all sectors of the business. It therefore provides them the chance to find inspiration for their future careers.

Keep on growing

Summing up these exciting new additions, principal consultant Eman Al-Hillawi said:

“Entec Si is going through an exciting period of expansion. In order to continue delivering exceptional results to our clients we need to keep growing as we are.

“Our apprenticeship scheme is vital for supporting the next generation of business change consultants, who are sure to assist in our ongoing success!”

With a number of exciting projects underway this year, we are always on the hunt for new talent. For more information, please contact Eman Al-Hillawi or Peter Marsden.

My first month

It’s hard to believe a month has passed since I joined the Entec Si family. It’s been a busy month but a fantastic introduction to the IT world of change and transformation. I am already loving working with our client in Oxfordshire (CDC & SNC), and even got to attend a programme board on day one!

Team spirit

They say it’s the little things that count. So I was genuinely overwhelmed by how welcome I was made to feel in my first week by everyone I met. I also love the way we’re all with clients over a wide geographical spread, but you wouldn’t think so by the way we use social media to share our good news, great client successes, and our fun side!

Team away day

I’ve also experienced my first away day which was a great day, fantastically organised by Tammy and Dev. It was a lot of fun, but also really inspiring to see the team come together to share and shape ideas. These ideas are built on our vision and aims for the future.

If that was all in one month, they really should have got Entec on board the Brexit bus. Who knows what we could’ve achieved!

Five things to remember during a tender process

Avoiding disruptions to daily business processes when putting IT or other third-party services out to tender can be difficult. It’s vital that the right provider is chosen and that changes are communicated as early as possible. But how can this be done effectively?

Here are the five things that will make your tender process as seamless as possible.

Clarity

Clarity is key when putting services out to tender. Businesses should start by clearly defining the scope of their requirements. This will ensure that the third-party provider understands what is expected of them. Once this is achieved, it’s easier to gain an understanding of cost expectations and which suppliers the business should be targeting.

Find the perfect match

It’s important to assess potential service providers by their:

  • Culture
  • Capacity
  • Capability
  • Track record

Discovering whether they have experience in the relevant field and if there is a good culture fit is often a good place to start.

Compare cost and quality

Scoring potential providers against their responses to the tender requirements can help establish value for money. At this point, it’s also worth checking whether there’s scope for contract flexibility. In the long run this can save precious time and money as business requirements develop.

Communicate

The smooth onboarding of a new provider requires excellent communication. Developing a comprehensive internal communications plan keeps the current workforce up to date. However, it’s also important to ensure that third parties are making use of similar technologies. Subsequently doing this can have a huge impact on communications between the organisation and the provider as the project progresses.

Acknowledge it will not be an isolated change

Although external providers may be introduced for one specific reason, there will always be wider changes to be made. Consequently this often creates a snowball effect, with one change triggering the need for others. Being prepared for any extra alterations is an important in keeping the tender process seamless.

For more information or to discuss change management solutions further, please contact Eman Al-Hillawi or Peter Marsden.

Smoothing the transition: A modern approach to HR solutions

Employee self-service (ESS) is dramatically changing the world of HR. But for those organisations that are still using entirely manual processes, a digital transformation can seem like a daunting prospect. So why should businesses make the change and what are the benefits?

What is ESS?

ESS is software that enables employees to carry out their own HR processes via an online portal or app. These processes can include:

  • Checking and updating personal information
  • Booking leave
  • Reporting absence
  • Claiming overtime and expenses
  • Coordinating appraisals

Why is it so beneficial for employees?

A self-service model can dramatically speed up processes and optimise efficiencies. For instance, leave can be requested and approved online, meaning staff can work remotely and don’t have to be in the office.  By including payroll information, employees can access key documents and the business doesn’t have to print and send paper copies.

And for the business?

By giving managers greater visibility of data, self-service can promote stronger ownership of data, and more proactive management, while also creating an audit trail. This could prove crucial when it comes to compliance with equal opportunities and gender pay laws.

A transformation to self-service could also provide business leaders with the opportunity and motivation to update and streamline policies and data. For example, employee contracts may have different terms and conditions depending on the date they joined the organisation. Taking the chance to review inconsistencies such as these could help to highlight and eliminate these discrepancies.

How to prepare for ESS implementation

Any change can be met with resistance from some individuals, especially where this can involve more visibility and accountability of sensitive HR and payroll information. It is crucial for any businesses undertaking a transformation to factor time into the project to allow for planning, communication and both employee and manager training.

Final Thoughts

Switching from manual processes to an ESS model may seem like an intimidating task. However, it is increasingly important for businesses to embrace digital innovations, to remain ahead of the curve and stay competitive. In turn they may also unlocking a host of internal benefits, from more efficient and proactive processes to buoyed employee morale.

For more information, please contact Eman Al-Hillawi, Tamara Pleasant or another member of the team.

Let's start a conversation!

Contact us at info@entecsi.com