Creating Competence

The problem:
A rapidly expanding financial services organisation wanted to develop leadership skills in six young team leaders who had, until that point, been technical specialists.

The result:
We worked with the company to define the leadership competencies they needed to help them to achieve their ambitious business strategy. These competencies were used to appraise the team leaders and to identify their training needs. We redesigned their selection process to make sure that the right people were being recruited and we designed a training programme to give the new team leaders the inclination, motivation and know how to acquire the essential skills. When the commissioning manager left the organisation she asked us to repeat the process in her new organisation.

Senior Succession

The problem:
A £500m turnover manufacturing company was experiencing a lack of strong internal candidates for senior roles. 

The result:
We piloted a succession planning process which enabled managers facilitated by HR, to identify employees for future roles and proactively plan their development. Managers loved the process and it was rolled out across all 15 sites within 6 months.

 

Redefining Roles

The problem:
A food manufacturing client found that its structure was unsuited to its new vision. Jobs didn’t follow the business processes and were not sufficiently customer focused.

The result:
We helped them to design a new, business focused structure and to write role profiles to replace old fashioned job descriptions (which limited flexibility and were task rather than output focused). We project managed the task, ensuring that over seventy jobs were redefined and accepted by employees on time and within project costs.

​

 

Collaboration Culture

 

The problem:
An international engineering company had won a contract to design a new road. The client required a new collaborative way of working throughout the supply chain; this was new to the industry and alien to many of the engineers.

The result:
Working with the senior management team, we designed a multi-faceted change programme including new HR policies, skills training, a communications programme and coaching and mentoring. We designed a behavioural measurement tool to measure progress on a quarterly basis and to enable continuous improvement. The tool showed continued improvement year-on-year and is still being used.