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View from the Top - Part
1 | Part
2
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PROFILE
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Fergal Harkin
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Company: Rentokil Initial plc.
Interviewee: Fergal Harkin.
Job Title: Group HR head of programmes.
The Subject: Rentokil Initial
has installed a new HR system to help align its global
human resources processes and provide standard systems
to all its senior managers.
PERSONAL FILE
NAME: Fergal Harkin.
BACKGROUND: While being a
career HR professional, Fergal has also enjoyed working
outside the function on a number of occasions.
He has worked at Rentokil Initial
for the past three years. The first two he worked in
the IT function reporting to the CIO as a change and
programme manager, including IT contract negotiations
with software and service providers.
Last year he was invited to help
the group HR function – reporting to the HR director
and working with Rentokil’s retained consultants, PwC
– to initially plan and deliver the new three-year HR
strategy and operating plan.
He took up his current position to
support the group HR director and drive that strategy
and plan through, managing a number of change projects
including the HR.net Enterprise implementation.
Prior to joining Rentokil Initial,
Fergal held a number of senior HR positions across different
sectors, including HR director, as well as implementing
HR operational change and system implementations including
SAP and Oracle.
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Q: WHAT WAS YOUR REASON FOR PUTTING IN A
NEW HR INFORMATION MANAGEMENT SYSTEM?
A: Rentokil has largely operated as a holding company with
three primary global brands – Rentokil pest control, Initial
wash room services and Ambius interior landscaping – but in
addition we have a number of local brands in each of the countries
we operate in.
Although there has been some global branding of the various
business units, it has largely been a siloed organisation
where businesses have operationally been very independent.
Back-office systems and processes have been at business unit-level
and achieving consistent processes and management information
across the 50 different countries we operate in has been very
difficult.
The company’s strategic direction is now to move to a more
consistent and integrated business model.
As part of this we needed to implement standard processes
for our global management community, covering a new grading
structure and performance management processes.
In addition we needed to establish a global management database
to support these functions.
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Conspectus 2010
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Copyright © 2010
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