Ian Allen
Ian Allen
HR Director – Serco Consulting
How and when did you join Serco?
Serco acquired my previous employer (Railtest Limited, Derby) in February 1997.
What was your first role? How did your career at Serco progress from there?
I continued in my role of Personnel Manager, Railtest until I was asked to join the bid team that worked on and successfully won the Rail Maintenance contract for the Midland Main Line. The mobilisation started in January 2000, we took over operation in April 2000, and I then became their HR Director. Since then I have worked on a number of different projects and contracts within the following, SIT, DST, Group, Solutions and Consulting.
How many different positions/divisions have you worked in during your career with Serco? Please describe them. What is the scale/scope of your current role?
I have held numerous roles, from operational HR roles, to bid/mobilisation roles as well as Corporate Group roles. As Personnel Manager for Railtest (250 employees) I was responsible for HR policies and day-to-day HR support. In the latter half of 1999 as bid team HR Manager I was responsible for the creation of the HR solution for the successful Rail Maintenance Bid, which resulted in the mobilisation of the contract. In becoming HR Director I took charge of mobilising the contract and TUPE transferred approx. 650 employees. I was also responsible for organisation design and creation of HR strategy, policy and day-to-day support. In 2003 I became HR Team Leader for the Northern Rail Bid, responsible for the creation of the HR and mobilisation solution. This included the TUPE transfer of 4600 employees and the merging of two existing contracts into one new contract. Following that, as HR Team Leader for the FPMS bid, I incorporated our existing contract with additional activities involving TUPE transfer of approx 150 employees. Next I led the HR & Communications aspects of the Northern Rail Mobilisation, TUPE transferring 4600 employees and implementing a change programme to create one new organisation from two existing contracts. In 2005 as Remuneration & Employee Relations Director I took the Divisional lead on all IR and ER related issues as well as responsibility for creating a divisional remuneration policy. From July 2005 to April 2006 as HR Director – Operations for Group I provided policy advice and guidance to all the Group functions, created an HR framework to enable the implementation of Formula 100 (SAP) across the business and led the closure of the Serco Shared Service Centre. After that, as Acting HR Director for Serco Solutions I managed the reorganisation programme that resulted in 200 posts / 150 employees being made redundant. I took a leading role in shaping the new organisation integrating two new businesses and creating the HR strategy to enable Solutions’ Route To Success change programme. In early 2007 I assisted the West Midlands HR bid team in the final few weeks of their bid submission – challenging and developing robust and credible HR solutions for the operation of the new franchise. Subsequently I led the HR stream for the acquisition and integration of Cornwell Consulting and now, as Head of Employment Relations, I am responsible for org development, leadership development and harmonising terms and conditions, as well as the development of the Group IR strategy and a consistent company approach to IR relations and how we manage our risks.
What has been the most challenging thing you have done in Serco?
Developing the HR strategy and solution for any bid is extremely challenging but especially if it involves 4600 employees in two different companies being merged into one. It is inevitable in a bid situation that you have to be extremely commercial in approach while at the same time using your professional judgement to ensure that the plans are reasonable and robust. Getting this balance right can be the difference between winning and losing where the HR aspects and costs of such a bid are so significant.
What has been the most rewarding thing you have done with Serco?
Overall I am very pleased with everything I have achieved so far in my career in Serco. If I had to pick one thing it would be that I have been involved in winning bids, especially Northern Rail. Winning is such a great reward for all the hard work we all put in during very tight timeframes. At the time it was Serco’s biggest win.
What do you like most about Serco?
The opportunities it has given me to do different things and to challenge myself.
How would you describe the Serco culture?
Work hard, play hard
If you had to describe Serco in three words, what would they be?
Flexible, Exciting, Changing
How have you developed while with Serco?
I have received on the job training for the most part as I have moved from various projects, contracts, bids etc. Serco has helped develop my skills, but I believe I have learned more from being given the responsibility to fulfil a variety of roles, and I have support mechanisms (my boss, colleagues, etc) who are there to help if necessary.
What do you think differentiates Serco from the competition?
Serco lives by its governing principles, and is not interested in making the quick buck. We want long term partnerships with our clients.
In what ways have you supported charity or the local community while with Serco?
I was lucky enough to be selected to go to Sri Lanka in 2005 to help build new homes for those who had suffered the Tsunami. It was such a rewarding and memorable experience to be able to help people unable to do it on their own who were so friendly and grateful. I also volunteer to work the Solutions call centre for the Comic and Sport Relief nights. We work from 6pm – 2am taking calls from people making donations - hard work but great fun.
Why would you recommend working for Serco?
It is a special place to work, surrounded by great people who all want to be part of something special. I genuinely believe I am lucky to work for a company like Serco.