Our 2011 programme includes research and meetings that continue to centre on providing a deeper understanding of the performance of individuals, groups and organisations.

In addition to our research agenda, we will once again aim to ‘vary the pace’ through a combination of breakfast briefings, informal lunches and the usual afternoon and evening meetings, in addition to our research agenda.

Our original model was based on the notion that successful organisations need:

• A clear and compelling strategy from the executive team which is effectively communicated throughout the organisation;
• An engaged, capable and motivated workforce;
• An environment which encourages high performance with minimal barriers to effective operation;
• A performance measurement system which is clear, unambiguous and can track performance at all relevant levels of the organisation.

Since our founding in 2004, we have researched and discussed several supporting elements of our model and our 2011 programme continues to build on this approach.

As we noted last year, the challenge for most organisations, and especially for the HR function, is to do far more with far less. In many businesses, the workload in the Compensation & Benefits area in 2010 was substantial. We see no let up. There will continue to be significant discussion and scrutiny on incentives, pensions, taxation and bonuses. Moreover, given the composition of the coalition, the government and public at large will continue to remain interested and more involved in trying to influence and regulate the affairs of organisations, wherever perceived inequities and poor risk management are linked to short-term strategies and rewards.

The following are some of the challenges we believe will be prevalent in 2011:

• All organisations will have to continue to improve performance. Performance goals and rewards will need to be framed within more clearly articulated business strategies and be differentiated to achieve competitive advantage – without over-reliance on benchmarking;
• We will continue to operate under a climate of uncertainty, with an unpredictable economy and much debate over the extent and timing of cuts and their consequences. Unemployment could rise, especially regionally, with a consequent increase in industrial relations issues.
• This uncertainty will continue to push organisations to re-establish perceived equity and trust (inside and outside the organisation), with continued interest and involvement in all-employee communications programmes.
• There is likely to be even further movement in the area of taxation, pensions and regulation, and organisations will need to build in whatever flexibility they can whilst, at the same time, ensuring that their external antennae are working overtime.
• Pressure on costs will continue with a squeeze on headcount, pensions and salaries. This is tough but important work for the HR function.

Closer to home the job market for HR professionals will continue to be tight except in particular functional or industry niches. The picture in C&B is about as good as it can be with a continuing shortage of high quality professionals.

In response to this climate, HR can continue to flourish by offering new solutions to the increasing demands presented by the external environment. Our challenge therefore in PARC is to ensure that we assist organisations as best we can with ideas, research and an attempt to establish good practice. Within this overall aim, our specific focus in 2011 will be on the performance and reward strategies required to drive competitiveness and sustainability through this continuing demanding period of economic instability and increasing scrutiny.

A pdf version of the Programme is available to download and has been sent to members.  In the meantime, if you require an email copy, please contact claire@parcentre.co.uk.