1. Human resources outsourcing

2. Contents
An overview of our support on human resources 1
Why use Collinson Grant? 2
Managing human capital 3
Drivers for change 4
HR outsourcing: Collinson Grant's proposition 4
HR strategy and HR measures 5
Payroll 6
Executive recruitment and selection 7
Employment law support 8
Administration 9
Benefits and reward 10
Talent management 11
Performance management 12
Employee relations 13
Resource management 14
Employee value proposition (engagement) 15
Organisational design 16

3. 1
An overview of our support on human resources
We provide a fully outsourced human resources function that manages people
more effectively at lower cost.
Some HR services, such as legal compliance and payroll, are mandatory.
Many others are only cost-effective if they produce clear and tangible benefits
for the business and advance its strategy. Services that are not cost-effective
are a drain on resources. Organisations have choices about whether to provide
them and how.
Outsourcing HR to Collinson Grant allows you to meet the needs of your
business in the most effective way. We provide a full service: all the essential
HR tasks and other optional activities that may be needed only infrequently.
You can select which tasks you want to outsource fully and those you wish to
retain in-house. Outsourcing reduces costs and puts a wider range of specialist
resources at your disposal.
A robust and responsive HR service
We set out by understanding your strategy for managing people, or we help
you to define it more clearly. It is important to know how operational
managers view the HR department and what they want it to do for them. This
provides the framework for designing a robust and responsive service. We
clarify how the performance of the HR function is measured and its
contribution to the business.
Once this is confirmed we can work with you to specify the other components.
For example:
employment law support – advising managers on handling
employment, disciplinary, and other day-to-day matters
payroll and administration – running payroll services and associated
administration
benefits and reward – auditing existing benefits and rewards, testing
what they offer to the business and employees, and designing new
arrangements
the employee value proposition – developing a model for testing and
debate; understanding the company's 'brand' and its impact on
recruitment and retention; creating the framework for assessing
employees' views over time
talent management – ensuring that there is an adequate pipeline of
talent for senior positions, that managers reach their full potential,
and that the business retains the skills it needs
performance management – creating mechanisms to assess
performance reliably; using competency frameworks and showing line
managers how to use such tools effectively; confirming employees'
personal objectives and aligning them with those of the company

4. 2
resource management – getting the right people into the right jobs;
using workforce planning effectively; and improving productivity by
allocating the staff effectively
recruitment – recruiting and selecting managers and senior
executives; psychological testing and coaching for managers; and
managing recruitment campaigns
organisational design – creating cost-efficient managerial structures;
defining roles and accountabilities; maintaining accurate
organisational charts; and plotting associated costs.
Outsourced HR services should offer immediate savings and add value in the
longer term. The discipline of confirming a service level agreement clarifies
exactly what should be provided, how, when and for how much. It helps to
determine how HR will be measured and what benefits it should provide.
Clients draw on our extensive, practical experience in all aspects of managing
people but pay for specialist skills only when they need them.
Nearly all outsourcing agreements need some fine tuning. So we build in a
probationary period to let the arrangements settle in and allow you to flex the
resources accordingly. This ensures that value for money meets your
expectations.
Why use Collinson Grant?
Collinson Grant has been providing HR services to clients for more than 40
years. Our experience extends across many sectors, including work for global,
national and local businesses. We have particular skills in supporting multi-
site companies whose operational managers often have little or no access to
in-house HR advice. Our consultancy team covers all disciplines and includes
a number of experienced employment lawyers.
We help clients to get the best out of people and to sustain year-on-year
improvements in productivity and effectiveness. We concentrate on
understanding, controlling and reducing costs. We help to construct effective
organisational structures, define accountabilities, and implement strong
managerial and financial controls. Outsourcing is an important part of our
approach.
External HR support
Outsourcing some or all HR services has advantages:
cost saving or cost avoidance
ready access to skills and experienced specialists
no need to ask HR generalists to undertake work beyond their natural
competence
no need to employ specialists whose contribution may be required
infrequently

5. 3
improved HR services
the organisation is free to focus on core operational activities and
adding value for customers.
Managing human capital
Effective HR managers understand the organisation’s overall goals as well as
its day-to-day operational needs. They recognise that they are responsible for
improving the performance of people, for sustaining skills in order to maintain
performance and support growth, and for managing costs. The term human
capital management describes how HR professionals picture themselves within
an organisation and where they think their strategic priorities should lie.
We can support our clients' HR activities or manage them in their entirety.
We focus on the activities which will drive the organisation forward,
specifically:
HR strategy and measures Ensure HR strategy and outputs are appropriate
Organisational design Maintain the optimum structure
Employee benefits Trends in fixed and variable costs
Recruitment Quality of staff, skills, and needs for training
Pay and reward Retention, performance, availability, bonus
Performance management Motivation, innovation, succession
Development Talent management: training, competencies,
succession planning, career pathways
Employee engagement Ensuring balance in the employee value
proposition (EVP)
Employee relations Working in partnership
Resource management Utilisation of resources
Polices and procedures Standards, documentation, compliance,
consistency, maintenance
Information Communication, self-service, administration
Recruitment Procedures, channels, cost-effectiveness
Payroll Procedures, systems, suppliers
Compliance Employment law, discrimination, health and
safety procedures, suppliers, risks, costs
To achieve the aims of
the business and add
value
To remove
transactional work;
minimise the cost of
nugatory work
including external
analysis

6. 4
Drivers for change
We believe that there are seven main drivers:
Reducing costs
Opportunities to reduce transactional and overhead costs.
Review of processes leads to improvements in productivity
and cost-effectiveness.
Improving quality
and service
Ability to use experts and more experienced staff for
specialist tasks.
Opportunity to set standards for improved quality and to use
service level agreements to monitor and raise performance.
Realigning
resources
Reallocation of resource from back office to front line.
Eliminating non-essential tasks and bureaucracy.
Benchmarking
against peers and
competitors
Continuous improvement initiatives.
Availability of data that demonstrate underperformance and
provide targets for achievement.
Restructuring the
entire
organisation
Organisational change creates options and forces decisions
about the management of core and non-core activities.
Managers' time is freed to do work that adds value.
Exploiting
technology
Application of database-driven, internet technologies to
increase the speed and flexibility of communications and
reduce the cost of routine transactions.
Options to offer self-service facilities to employees for
various HR activities.
Managerial
ambition – best
practice
Opportunity for ambitious managers to increase credibility
by leading challenging, high-profile projects that save the
company money, exploit best practice and free up additional
resources.
HR outsourcing: Collinson Grant's proposition
A robust and responsive HR service
There are two routes: both involve us making sense of the company's strategy
for managing people or helping you to define it more clearly.

7. 5
Route 1
Collinson Grant's HR audit will assess your HR department, how it is
perceived by the business, and its capabilities. This will determine where
services could be provided more effectively or at lower cost.
Route 2
You may already outsource HR services or be considering your options.
Although we can look at a specific service or services (such as payroll), we
believe there is merit in taking a broader look at all current HR services and
interventions.
The review would be undertaken by one of Collinson Grant's HR professionals
who all have experience of managing an HR function, understand the
profession from a practical perspective, and are aware of current best
practice.
We look at the organisation's strategy, how well the HR strategy is aligned
with it, and whether it meets the requirements of the business. We explore the
potential benefits of outsourcing, including increased efficiency and
effectiveness, and cost reduction.
Either of these investigation phases is offered for a cost of £300 plus VAT. In
each case, we would spend two or three days with your business.
The following sections cover the components of our outsourcing offer. We
offer them separately, as clients tend to want to outsource some, rather than
all, services.
HR strategy and HR measures
The HR function needs to be able to show that its efforts are adding value and
that the investment the organisation makes in it is rational and justified.
Without an HR strategy and appropriate measures, HR will fail to get the best
out of the most important asset in the business – the people. So, this is the
starting point for Collinson Grant's outsourcing proposition.
What we offer
Level 1
A short review with feedback (1-2 days), including work:
to review and discuss current strategy
to understand business priorities
to understand the current role of HR
to review the corporate risk register
to define goals for HR directors/managers, including bonus targets.

8. 6
Level 2
A more extensive intervention, involving 10 days' work over 12 months:
to assist in creating a comprehensive strategy
to develop an appropriate set of measures
to create a plan to show executives and stakeholders that the HR
function has measures in place to maintain a capable workforce
to hold quarterly progress reviews with the HR Director and/or the
executive team.
Payroll
Administering payroll is a back-office function and an overhead. It does not
contribute directly to achieving the aims of the business but it must be
managed effectively for the enterprise to operate. Even in the largest
organisations it is a relatively small department, in which it is difficult to
achieve any economies of scale. There are often opportunities to improve
quality of service but, because failure has such serious consequences, the
overriding consideration is to keep the systems running well.
Payroll is a discrete process which can be precisely defined and its inputs and
outputs carefully managed. It is therefore attractive for outsourcing and
many companies have had such arrangements for a long time. Successfully
outsourcing payroll can lead managers to consider delegating other HR tasks
to an external partner.
Outsourcing offers different options, depending on the size of the payroll and
the degree of control that the company wishes to retain. Modern systems offer
efficiency and cost-effectiveness. Outsourcing payroll converts a fixed cost to
a variable one that fluctuates according to the size of the workforce.
We should work with you to define and refine your processes while
understanding the responsibilities and accountabilities. Having understood the
requirements, we would agree payment arrangements, timings, and
documentation requirements. The final stage of the set-up is a trial run
alongside your current system.
What we offer
An initial consultation and review of processes to minimise risks and
allocate appropriate accountability.
A dedicated outsourcing contract defining the service accurately and
setting targets for performance and costs.
Unlimited helpline support.
Fully reliable, accurate, regular payments to employees.
The flexibility to adapt to rapid change.

9. 7
A reduction in the number of staff involved in routine administrative
processing of data.
BACS payments if required.
Despatch of payslips.
Production of P14s, P60s and P35s.
The facility to make special and one-off payments.
Efficient maintenance of records.
Accurate and timely management reporting.
Payments to third parties for income tax, National Insurance
Contributions and other deductions such as childcare vouchers.
Highly secure systems and full accountability.
End-of-year reconciliation with accounts, and reporting.
Executive recruitment and selection
(Recruitment process outsourcing or RPO)
Many businesses have successfully delegated some aspect of this HR function
to external providers. It is rare today to find an organisation that manages
the whole process for all members of staff: creating job descriptions and
person specifications, placing advertisements, shortlisting and interviewing
applicants, and then managing references and pre-employment checks.
Most businesses use recruitment consultants or employment agencies to
provide one or more of these services. However, their use is often poorly co-
ordinated and badly managed. Different suppliers and terms are typically
used, often on an ad hoc basis. There is no central control of costs or
measurement of quality.
If properly managed, outsourcing can offer considerable advantages. There
should be opportunities for considerable savings from simple economies of
scale and a closer relationship with one supplier. Collinson Grant has an
excellent track record of sourcing staff and, where a vacancy needs to be filled
immediately or on a short term basis, we can place an interim manager who
meets your business's needs.
What we offer
Enhancement of your profile as an employer using all social media.
Consistent promotion of a positive image to encourage good people to
apply.
A review of content and processes, based on the strategies for the
business and HR.

10. 8
A review of documentation, terms and conditions.
Training on recruitment, interviewing, and best practice.
The production of job descriptions, person specifications, and
advertisements.
Executive search and recruitment, for specialists and managers on
salaries above £35,000.
Assessment centres and other psychological appraisals as required.
Sifting of applications and managing first interviews.
Managing references and pre-employment checks.
Selection techniques that ensure a good fit between candidates and
jobs.
Clear and effective management reporting.
Employment law support
We have been advising companies, including many multi-site businesses, on
employment law and employee relations since the 1970s. Our approach is to
ensure that managers' decisions both meet business needs and comply with the
law. We understand the need to manage people effectively and take difficult
decisions.
Our experience is that accurate, timely advice will avert problems or minimise
any damage they might cause.
Collinson Grant offers a tried and tested service to employers. It provides
direct access to advice from specialists who get to know your business, your
employment policies, and your managerial style. The service is particularly
useful for businesses seeking more cost-effective ways of providing support to
busy line managers. We also give clients direct practical support in managing
employment tribunal claims.
What we offer
An initial 'health-check' on a business's employee handbook, policies
and procedures, employment terms and conditions, and managerial
guidelines.
Advice and guidance to managers on all HR matters from
recruitment through to dismissal.
A revision of employee documentation, covering the employee
handbook, policies and procedures, and terms and conditions.
Drafting and revising letters, contracts of employment, and
compromise agreements.
Advising managers on handling employee relations.

11. 9
Briefing managers on changes to employment legislation and on
practical approaches to managing within the law.
Assisting with the legal aspects, communication and consultation
arising from acquisitions and restructuring, large scale closures,
redundancy exercises or other programmes of change.
Defending employment tribunal claims.
Outsourcing provides a cost-effective, flexible solution. Wherever
they are located, your managers can get advice by telephone, e-mail
or from our website.
Administration
Relationships with employees are becoming more complex and legislative
requirements more onerous. Therefore the efficient maintenance and transfer
of information between employer and employee is becoming ever more
challenging, and can be a drain on an organisation's resources. When services
are centralised and workers based in many remote locations, it becomes more
difficult to maintain accurate records and to respond effectively to enquiries
from managers and employees.
If minor questions about pay, holidays or training are not resolved promptly,
they disrupt employees’ attention and undermine confidence.
Outsourcing should lead to big savings in organisations with large numbers of
employees. Speed, accuracy and reliability can be maintained at lower cost.
What we offer
A contract that properly defines the service and describes fully the
employees’ and employer’s requirements.
A bespoke IT system for managing time, expenses, absence, and
people.
A self-service, web-based system, for easy maintenance.
Maintenance of accurate records for all employees on key dates, pay,
benefits, performance, sickness, absence, and holidays.
On-site training for team leaders and managers.
Maintenance of accurate files for all employees containing CVs, offer
letters, signed starter forms, job contracts, references, pre-
employment checks, probationary administration, training records,
and personal development reviews.
Compliance with relevant requirements of the Data Protection Act
and other legislation.
Prompt and efficient responses to all legitimate requests for
information.

12. 10
Supply of data to other systems in order to fulfil HR functions such
as payroll, health and safety, training, et cetera. Increased
consistency and reliability through systems and automation.
The maintenance of up-to-date organisational charts.
Management information reporting.
The ability to create dashboards to monitor key measures and
performance indicators.
Benefits and reward
Benefits increase commitment, demonstrate care, meet personal needs and
form part of a tax-efficient and attractive remuneration package. Their value
can be between 25% and 50% of salary. A balanced approach is required to
ensure that they promote organisational objectives, are what employees
actually want, are offered at an acceptable cost, and do not undermine the
strategy for reward.
Many larger organisations have introduced systems of flexible benefits in
order to take advantage of concessions by HMRC, remain competitive in the
labour market, and meet employees’ perceived and varying needs. It can be
hard to control the full costs of such arrangements and harder still to measure
their benefits to the enterprise.
Many organisations persevere with benefit arrangements that have remained
untouched for many years. We believe that regular reviews are necessary to
understand the contribution that benefits are making to the overall
remuneration package, to measure the full costs, to assess trends over time,
and to assess the effect of changes in the labour market and in taxation
policies.
This service helps you to meet employees' needs better, to enhance
commitment, and to improve recruitment and retention. It can also find ways
to reduce the cost of providing benefits.
This offering may be considered as a stand-alone service or as a component of
our work on your employee value proposition.
What we offer
Level 1
An annual systematic audit of all cash and non-cash benefits with an
evaluation of their expected contribution to the business.
Assistance to understand how labour markets are changing and the
relative attractiveness of different approaches.
Support in creating structures for pay, progression and motivation.
Evaluation of how strategies for pay support organisational
objectives.

13. 11
Level 2
Level 1 plus additional work to:
assist with the creation of schemes to encourage employees to meet
the organisation's needs
develop methods to measure the success of these reward schemes
implement new systems for pay (including, if required, negotiations
with trades unions)
develop performance-related pay or team-based pay initiatives
define the full costs of each benefit and set targets for reducing
expenditure
save money through greater buying power
streamline administrative processes, using appropriate technology to
reduce time and costs
completing surveys of salary markets and analysing market data.
Talent management
There is a need for companies to be strategic and deliberate in how they
source, attract, select, train, develop, retain, promote and move employees
through the organisation. Getting it right will improve revenues, customers'
satisfaction, quality, productivity, cost, and cycle time.
Evaluation of employees should distinguish between 'performance' and
'potential'. Talent management is often associated with a set of organisational
core competencies as well as person-specific competencies. Current
performance within a particular job has always been a standard tool to
measure the profitability of an employee.
Talent management seeks to focus on an employee's potential to improve
performance by developing skills and taking on more responsibility.
A talent management strategy needs to be linked to the business strategy.
Organisations need to ensure that there will be a ready supply of new talent for
senior positions, even if they also recruit externally. Succession should be
considered so that managers attain their full potential and are properly
prepared for more challenging tasks.
Adopting a formal approach to career management will require additional
resources. Organisations have different priorities and they can ‘pick and mix’
from our range of services to suit specific circumstances.
Ideally, talent management should be supported by interactive and accessible
HR management information systems – see our Administration offering.

14. 12
What we offer
Level 1
Assistance to plan and develop a framework and tools to promote
skills and qualities needed for the organisation to succeed, such as
leadership, entrepreneurialism, et cetera.
Level 2
Development of an action plan to assess the current position.
Assistance to manage talent and succession and create a talent
strategy.
Assistance to develop a competency framework.
Analysis of training needs and/or skills audits, mapped against
business strategies, which will find gaps in competencies and skills.
Creation of a workforce planning strategy that covers:
recruitment and retention policies and practices, including
remuneration
training and development
skills mix
staff deployment
performance management
outsourcing decisions (make/buy).
Performance management
Organisations need a strategic, integrated process which incorporates goal-
setting, performance appraisal and development in a unified and coherent
framework. This should align individuals' performance goals with the
organisation's wider objectives and long-term direction. Performance
management is therefore concerned with:
how people work
how they are managed and developed to improve their performance
and utilisation
how to maximise their contribution to the organisation, including
setting clear targets and objectives that link corporate and individual
objectives.
Performance management connects the individual's objectives with those of
the organisation. The aim is to form a coherent approach to managing and
developing people. Performance enhancement should be goal-directed, based

15. 13
on a shared understanding. Performance improvement must be supported by
the development of employees’ capability.
Many organisations effectively link performance to organisational values
and/or competencies based on a competency framework – see our talent
management offering – but many fail to do so.
Sometimes there is insufficient clarity in the organisation's expectations;
sometimes the performance management mechanisms and regime are
unsuitable or too complicated. Most often, they fail because managers have
insufficient competence to manage people effectively.
Often shared values and/or expected behaviours or competencies are needed to
provide the bedrock for effective management of performance.
We believe that effective performance management is ultimately the prime
responsibility of line management. HR carries the responsibility to ensure that
systems and processes are in place and that managers are fully competent to
undertake the critical task of managing and nurturing talent and dealing with
unacceptable or unsatisfactory performance.
What we offer
Level 1
A review of the organisation's performance management cycle,
including analysis of methods to undertake assessment (appraisals),
set targets and review and measure performance.
Level 2
Review of the current situation and the establishment of a robust
performance management regime with appropriate tools.
Review of role profiles/job descriptions against core processes and the
re-establishment of RACI for managers.
Creation of a competency framework.
Provision of training for those who manage performance.
Holding of records.
Provision of a helpline for appraisers.
Employee relations
It makes sense to communicate effectively with employees. Their motivation
and commitment will increase and change will be easier to introduce. Without
effective communication, resolution of conflict becomes the norm.
We have more than 40 years' experience of supporting employers in all aspects
of managing employee relations.

16. 14
Our approach focuses on making certain that strategies for managing
relationships with employees, as individuals and in groups, formally and
informally, are directed at adding value and are focused on the bottom line.
We implement measures and practices that help clients to achieve better
returns from their investment in people.
What we offer
Level 1
An annual review of the organisation's strategy for employee relations
and associated plans and mechanisms for communication generally.
Level 2
Assistance to develop the strategy for employee relations, including
communication.
Resource management
Resource management is about having the right people with appropriate skills
doing meaningful jobs . It is essential:
to meet the demands of work
to plan for and maintain the right skills
to have the right make/buy strategy
to improve performance by better management and use of resources.
We believe resource management should be considered as an end-to-end
process with three distinct components:
workforce planning – the number of people required and their
competence
managing talent and capability
optimum allocation of resources.
What we offer
Level 1
Assistance to organisations to consider their end-to-end process and
the development and deployment of options for workforce planning
tools, together with an operational framework to ensure resources are
effectively deployed.
Assessment of available data including job titles, job descriptions,
employees' personal details and figures on vacancies, turnover and
wastage, reasons for leaving and destination, qualifications and
skills.

17. 15
Consideration of available metrics and measures.
Gap finding.
Level 2
Talent management. (See Page 11 for our offering on this subject).
Strategic planning, which promotes linkages between business,
finance, and people strategies for performance improvement.
(Workforce planning, talent management and resource allocation).
Assessment of where people spend their time and what work they do.
(Process activity analysis).
Review of, and work on, the Enterprise Model and processes.
Analyse current position and consider future needs. (Scenario
planning).
Employee value proposition (engagement)
Glassdoor.com is a constant reminder to organisations of the importance of
their brand as an employer and their reputation as a place to work. Hiring
and retaining the best talent is becoming harder for many employers.
Enlightened organisations invest in their employee value proposition (EVP).
There is a lot of evidence that better employee engagement is beneficial:
the UK is ranked ninth for engagement among the world's 12th
largest economies (Kenexa 2009)
productivity in the UK is 16 percentage points below the G7 average
(ONS 2013)
94% of the world's most admired companies believe efforts to engage
with employees have created competitive advantage (Hay 2012).
There is nothing new in the concept of treating employees equitably, while
extracting commitment and enhanced performance by offering a reason for
people to join, stay, and achieve.
The EVP should outline policies, programmes, rewards and benefits
programmes that prove an organisation's commitment to people and their
development. In a nutshell, it should answer the question: ‘why should I join
this organisation?’
The EVP needs to be aligned with the corporate strategy and objectives, and
extensively communicated internally and externally.
The benefits of the EVP should be seen in:
the commitment shown by new starters
rates of retention and attrition

18. 16
recruitment costs.
The EVP suffers when leaders are invisible, managers fail to engage,
employees have no voice, or the organisation lacks integrity.
The HR function should make the EVP and employee engagement a priority.
We can help with this.
What we offer
Level 1
A complete diagnostic review.
Regular reviews which could include:
temperature checks
surveys
opinion gathering
focus groups.
Independent testing of the EVP against strategic objectives.
Testing HR's plans against strategic objectives.
Level 2
Support the organisation to promote its EVP.
Support in creating the strategy.
Support in implementing the strategy.
Enhancement of the organisation's profile on social media, including
assistance with content.
Organisational design
The HR function must ensure that the design of the organisation is optimal.
Many organisations pay this requirement insufficient attention, thereby losing
the opportunity to ensure effectiveness and efficiency. Inadequate
organisational design wastes resource and adds cost.
Review of organisational structure and form is best conducted by those who do
not have an emotional or political stake in the status quo. It requires a
methodology and it should be the process for integrating the people,
information and technology of an organisation. It should ensure that the form
of the organisation is matched as closely as possible to what it is seeking to
achieve. Good design should optimise collective effort.
Organisational design must consider the following:

19. 17
context
culture
regulations
division of tasks
appropriate ratios
purpose
structure
technology
reporting and control
skills/experience/competence
environment
size (including affordability)
formalisation of processes
authority to make decisions.
Organisational design is often inextricably linked to the design of jobs and
their evaluation. Collinson Grant has developed its own proven methodology
for job evaluation.
We have a track record of successfully assisting organisations to understand
their structural strengths and weaknesses; the appropriateness of structural
layers and spans; and the shape and the effect of the diversity of jobs. We
assist organisations in considering options such as delayering, adapting levels
of work and functional relationships.
What we offer
Level 1
Periodic, independent testing and review of structure, and basic
analysis and reporting on people costs.
Level 2
Designing methods for the evaluation of jobs/roles.
Introduction of a regime.
Custodianship of evaluation system (for complete independence).
Drafting role descriptions for use in evaluation and performance
management.
Design of governance and management regime and routines.

20. 18
Job evaluation.
Use of Mona Lisa (Collinson Grant's proprietary software) to display
and interrogate organisational structure charts and report on
layers/spans, costs, et cetera.
170214

21. Costs People Organisation
Productivity Performance Restructuring
United
Kingdom
Mainland
Europe
United States
of America
Complexity, Direct costs, Employee relations,
Employment law, Implementing change, Integrating organisations, Lean,
Managerial controls, Organisational design, Overheads, Performance management,
Pricing, Process improvement, Procurement, Reward, Supply chain,
Transitional management, Value chain analysis, Workforce planning
collinsongrant.com collinsongranthr.com

22. 33 St James’s Square London SW1Y 4JS United Kingdom Telephone +44 20 7661 9382 Facsimile +44 20 7661 9400
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Web www.collinsongrant.com www.collinsongranthr.com