The business at that time had 650 staff and high attrition, especially in sales. Our initial brief was to manage the HR activities and seek ways to reduce the cost of the operation and improve retention.
A: After a month assessing the business it was clear that the underlying root-cause of their out of proportion people costs was the culture within the business and the lack of accountability line management had for delivery.
C: We developed a series of actions to change the culture. This started at the top with Leadership development and the Leadership team strategy and revised company values. We also devised line management training, a focus on objective performance management and a new resourcing strategy. A new starter sales induction made the task of learning more achievable and new call centres were set up in Leeds and in Bridgend.
T: We supported the leadership through these business changes, spent time coaching line management on modern management theories and challenged the HR function to act differently.
Staff turnover in telesales reduced over 9 months from 100% YOY to 60%. In field sales, turnover reduced by 33%. Staff
understood the direction the business was taking and the value they could give.
Post Office needed to invest in their in-house team of 100 mortgage advisors to become an additional arm of the developing Financial Services business. Given the mortgage market review [MMR] adequate supervision needed to be designed within the organizational structure. Post Office were also keen to ensure a suitable diverse workforce were employed.
A: Post Office needed to invest in their in-house team of 100 mortgage advisors to become an additional arm of the developing Financial Services business. Given the mortgage market review [MMR] adequate supervision needed to be designed within the organizational structure. Post Office were also keen to ensure a suitable diverse workforce were employed.
C: We created a resourcing plan with a hierarchical approach [regional managers, team managers, then the 100 mortgage advisors]. With a 6 month deadline to have the team onboard we built in suitable timelines for sourcing, selection, notice and onboarding. We then developed an assessment centre approach for both team managers and mortgage advisors and trained relevant staff within Post Off ice on the methods of selection and why. Included within the assessor training was an unconscious bias test and feedback session to bring to the forefront of all assessors the reality that we are all unconsciously biased. This re-enforced the value of the objective assessment centre approach.
T: At the request of Post Office we managed the entire recruitment campaign from sourcing (working with the internal recruitment team) through assessment centre management and to offer stage.
The business had a team of 100 staff employed in the 6-month timeframe, with a supervision structure in place and a
management team at forming stage.
Hospedia engaged us in late 2018 to discuss a potential new way of operating the business and to assess the size of
complexity of a potential transformation to the way people were managed.
A: Our initial assessment was focused on three areas: The HR approach; The quality and efficiency of the management structure; the best structure for finance to move forward.
C: Within x weeks we delivered a review of the opportunities that changing approach could bring to the business. Our proposals created financial savings, encouraged some small investments to ensure greater productivity and recommended reducing conflicting activities of varying departments (silo mentality). We were clear that transformation is not about financial savings – that’s cost efficiency. It’s about finding better ways to manage the business – with one potential end outcome being a financial saving.
T: At the request of Hospedia we placed a senior HR consultant to create and develop the employee forum and manage both the group and individual consultation processes. We are managing the project from the first commitment to paper ongoing throughout its journey.
It’s been a flexible path thus far (change is rarely a single straight road) and the project has yet to fully complete. We are confident we have helped the business ACT on its own beliefs and make a difference already to the way people are managed.
A division of the IT Services business needed to reconsider the way it conducted its business to deliver better customer servicing (follow the sun). There was also an opportunity to reduce costs by placing activities in alternate locations across the globe.
A: The business had 200 staff employed across 32 countries and the project rationalised this to having similar number of staff employed but with 90% of them employed within its core 8 countries. We assessed early on that the project was not well communicated and that senior managers were not motivated to deliver, indeed there was confusion over what the plan entailed.
C: Though the initial project tracking had been written prior to our arrival, there was little detail documenting what activities would change and when. We developed a deeper more detailed set of actions and gained the buy in of all managers to a revised plan and timings.
T: Our brief was to manage the transition and ensure that in-country HR resources implemented on the agreed actions in a timely fashion. We challenged the KPI’s that were considered signs of success for the business and designed a much simpler reporting mechanism.
After 10 months managing the project we achieved 110% of the agreed deliverables. We then stepped away from the project
to allow them to complete.