Success story one
Real People: Designing a fit for purpose management structure
Our client is a medium-sized, multi-site charity providing direct services to vulnerable people within the M25. After a word of mouth recommendation, we were asked to help with a number of serious problems.
Management had not been trained to manage and couldn’t support the organisation’s new direction. HR policies were inconsistent and didn’t comply with current legislation. Absence rates were extremely high – including several cases of very long-term absence - and there was a general culture of poor attendance.
This was costing the organisation a great deal in terms of under-delivery against service contracts, the direct costs of temporary cover and low morale.
Working with the CEO and Director of Operations we designed a fit for purpose management structure. We created an implementation plan to carry out the process of reorganisation, redundancy and redeployment transparently, fairly and legally. Above all, we helped make sure highly competent managers filled all key posts.
Next we worked with senior management to devise a competency framework for all levels of managers and staff, defining the effective behavior required. This enabled them to really improve recruitment, selection and performance management.
The comprehensive performance management scheme we developed was based on 360° feedback from peers, customers, internal and external customers. It allowed for upwards feedback from staff to managers.
A new absence management strategy focused on promoting staff well being while tackling non-attendance and long-term sickness.
Combining a set of core policies with intensive training, we gave managers tools and techniques empowering them to deal with employees in a professional, tougher way.
Within six months our client had a body of high-flying managers fully trained to operate to high standards of leadership and people management. After twelve months, they could prove:
- A drop in sickness absence lost time rate from 8.5% to 4% and still declining
- A reduction in the vacancy rate from 14% of vacant posts to 2% because they were able to capture a broader, more talented pool of applicants
- A number of staff with hard-core problems were set free with no pay outs and no Employment Tribunal claims
- A year end staff survey showed a level of employee engagement the client couldn’t have previously realised
- There was a significant reduction in client complaints.
When we’d done our work, the CEO and Director Of Operations said:
‘The policies are very good, the whole package excellent and it’s very good value for money. This has led to us becoming a more professional organisation, following best practice, and treating staff well.
‘In the past I would rely on legal advice from solicitors on a case-by-case basis. Now I just draft a letter and e-mail it to Real.
‘The training has been excellent. We’ve always come away with ideas and things we can actually implement back in the office. When we’ve had information about HR training before I thought it would be boring so we’ve not bothered, but Real’s training has worked well. We have gained knowledge and are implementing the learning so it’s been worth spending that time.
‘Managers are less dependent on me now and more able to see themes for themselves and be proactive in raising things in supervision.’