The Work Foundation Award for Organisational Change

first_imgThe Work Foundation Award for Organisational ChangeOn 10 Sep 2002 in Military, Personnel Today Previous Article Next Article Related posts: Comments are closed. center_img Thisaward rewards HR teams that have demonstrated that they have led orsignificantly supported organisational change. Entrants improved businessperformance through their strategies. Judges looked for innovative approachesand evidence that entrants boosted employee morale and transformed behaviourwhile the companies were undergoing transitionCategory judgeKate Marsden is the HR director at Ventura, the customer contact centresolution provider. The Ventura HR team, led by Kate, won the 2001 PersonnelToday award for organisational change. Prior to joining Ventura, Kate worked ina variety of HR roles for BP Oil UK and was employee relations manager and headof training for Pizza Hut UK.Defence Aviation Repair Agency (Dara)About the company Dara is the largest government-owned aerospace repair facility in Europe. Itoffers a ‘one-stop-shop’ for repairs and support services for UK militaryaircraft The challenge When Dara achieved ‘trading fund status’ in 2001, it had to operate under acompetitive regime. New training, organisational design and a performancemanagement system were needed What the company did – Sent managers ‘back to the floor’ – Appointed eight ‘change champions’ from production roles rather than HR – Appointed a management consultancy which specialised in operationsimprovement – Involved 35 external parties, including trade unions, in the process Benefits and achievements – A shift in culture from military to commercial – Managers are now ‘letting go’ and adopting an empowered leadership style – Visible improvements in motivation, satisfaction and enthusiasm – A 35 per cent cut in manpower, saving £2m – Turnaround times on aircraft improved by up to 30 per cent Kate Marsden says: “It was large scale with short timeframes, andclearly committed to from the top down. The HR role was vital to maximiseresources and buy-in. Impressive results were achieved in terms of tangiblebottom line impact and broader organisation change.” The teamNo. in HR team 2Staff responsible for 4,500Bernard Galton Company secretaryCaroline Hose Head of organisation and employee developmentJohn Reilly Chief operating officerSteve Hill Chief executiveIan Beresford Squadron leader, lead change implementation manager Mike Fisher, Alan Gibb, Keith Taylor, Jim Hall Change implementation managers Paul Henry Head of Harrier maintenanceRachel Nealon Flight lieutenantDai MorrIs Production managerDave Kingdon Vice-chair of the Industrial Whitley committeeBupaAbout the company Bupa is a global healthcare organisation, with almost four million membersin around 190 countries worldwide The challenge Bupa was losing £1m a week. An employee survey rated it one of the poorestperforming service companies, and use of external consultancies had failed toturn this around What the company did – 20 of the businesses most experienced people were sent away for two weeksto define what was wrong – 28 strategic projects were developed – Employees were surveyed and discussed changes – Staff chose new office furniture – Customer complaints were acted out on video – An award was launched to recognise those who go the extra mile at work – A programme was started focusing on leadership in the new culture – Brand values were re-examined Benefits and achievements – Customer satisfaction up 6 per cent since 1998 – Business partnership and employee satisfaction are also up – Profit has doubled since 1999 Kate Marsden says: “A broad, intensive change programme, driven bybusiness performance issues. It showed evidence of strong leadership, teamworkat all levels and a desire to involve staff to gain buy-in. Numerousinitiatives were undertaken and were all notably well co-ordinated to ensureeffective implementation. Impressive results across a range of measures.” The teamNo. in team 7Staff responsible for 40,000Bob Watson Group HR directorSimon Sheard Group marketing directorBarry Dyer Organisation development directorKerry Penrose Resource manager, organisation developmentJeremy Topple Group management development consultantTrish Ospedale Group management development consultantKate Howat Group management development consultantNicola Rowe Group management development consultantGapAbout the company Gap is a clothing and accessory retailer with more than 4,200 storesworldwide The challenge Facilitating the relocation of Gap’s European headquarters from London to Rugby.The move was also used to consolidate business units, develop talent andimprove culture and profitability What the company did – HR led the strategy and the decision – providing coaching and guiding tomanagers – Provided all departments with a single point of contact – Outsourced some activity to allow HR to become true internal consultants – Developed staff focus groups to gauge morale and motivation – Encouraged staff to move by providing details of new area, visits toRugby, retention bonuses and stock options Benefits and achievements – 48 per cent of employees were relocated with a 95 per cent retention rate – Europe was the most successful trading zone for Gap in 2001 – Levels of morale and motivation remained high throughout the move – All financial goals were achieved (Gap did not want to disclose these) Kate Marsden says: “A broad change programme centred on relocation andrestructuring of the head office functions. The entry was notable for itsstrong team approach, and innovative methods were deployed to use resourceseffectively and involve all levels. A very thorough, professional approachleading to good achievement against objectives.” The teamNo. in team 23Staff responsible for 5,606Steve Finlan Vice-president of HR, EuropeJoan Porter-Butler Employee relations managerJoanna Phillpot HR managerVanessa Evans recruitment and training managerSue Matthews Compensation and benefits managerDebra Corey Director of international compensation and benefitsThe Work Foundation continues the mission of The Industrial Society toimprove the quality and productivity of UK working life. Our uniqueunderstanding of the importance of nurturing and developing human capital,enables us to work with our clients to bring about in-depth sustainable change,through our distinctive brand of research and consultancy, and leadership andcoaching programmes. 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