About
MD and Managing Consultant at Business People Matters Ltd, Tom is a Chartered Fellow of the CIPD. He has worked on a variety of projects in the Energy, Retail, Oil, IT, High Tech Manufacturing, and Real Estate sectors.
Tom’s first HR technology project was in the early 1990’s when he led the development and implementation of an HR system to support a new electrical retailing business. Subsequently he led the team that implemented London Electricity’s integrated HR and Payroll system.
His next HR systems project was in 1998 when he modernised Amerada Hess’s Emergency Response system. This was followed in 1999 by managing the UK implementation of Logica’s Global HR systems implementation. In 2002/3 he developed the Company’s global strategy to adopt pure web based e-HR technology for the 21st Century.
In 2003/4 he developed the functional requirements for a new competency based career and performance management system. In 2005 he helped the Chicago based, real estate firm, Jones Lang LaSalle, design their first global HR system. Since then he has advised the likes of Sony (2006), Bovis Lend Lease (2006/07), Compuer Patent Annuities, Stepstone, RBS and Balfour Beatty, on the implementation of a variety of HR systems projects
During the course of these HR technology projects and a number of other HR programmes, Tom has developed a strong understanding of the complex inter-dependencies and relationships between the different interests that need to be negotiated and aligned with the organisation’s overall objectives.
Based on these insights, Tom has developed people-i - a unique people orientated consulting methodology - designed to ensure the successful adoption of HR technology.
Implementing new HR technology or upgrading existing technology is a major investment decision for any businesses. The history of technology implementation projects generally and HR technology specifically, is one which includes many failures. However, these failures have rarely been an inherent consequence of the chosen technology.
Whilst choosing the right system is a necessary prerequisite of success, it is not a sufficient prerequisite. Success will also depend upon achieving alignment between the technology, the organisation and the people adopting that technology.
If alignment is achieved between the technology and each of these dimensions, success is all but assured. Conversely, misalignment of the technology and any one of these dimensions can seriously undermine success.
The common thread running through all these dimensions is people and their need to be consulted about those things that have a direct impact on their well being and/or on their ability to succeed.
