2007: Network Rail
Network Rail
Advanced Apprenticeship Scheme
In 2004 Network Rail in - sourced maintenance from a variety of contractors, doubling the size of the company overnight. This led to the introduction of the Advanced Apprenticeship Scheme, designed to effect a long term change to both the technical capability of staff and the company culture. This three year programme incorporates technical training, qualifications and a range of other personal development activities. As a result of the project Network Rail has been able to attract highly motivated employees with good academic backgrounds and it has enabled them to instil Network Rail's values and behaviours into new employees from day one. Their commitment to training and development has also generated excitement among staff throughout the organisation.
2006: BUPA Care Homes
BUPA Stars
BUPA Care Homes annual satisfaction survey, in 2003, showed a slight decline in customer satisfaction. In response they launched the Personal Best initiative. This behavioural change programme for employees at all levels of the company addressed the need for improved customer feedback mechanisms and a culture of continuous improvement. The programme was designed to be flexible enough to work with the cultures of individual homes and could be tailored for part time and shift workers. As a result, at the end of 2005 the organisation received its highest ever satisfaction score among residents, its best ever financial results - 25% up on 2004, and job satisfaction among staff was the highest in the BUPA group. The programme has now been further tailored to specific business areas and will be launched in BUPA owned care homes in Spain.
2005: Kwik-Fit Financial Services
You can't get better
At the start of 2003, Kwik-Fit Financial Services was facing increasing local competition for staff and employees felt ‘the buzz had gone’. They launched an initiative to involve staff in making the company a fantastic place to work. Every employee attended a one day workshop, generating 6550 ideas. Those that could be implemented quickly and cheaply were put in place immediately and others were investigated further, with some major changes later agreed. As a result of these changes labour turnover has reduced by 17 per cent over the last two years, absence has fallen, and customer retention and satisfaction have increased.
2004: Liverpool North Area Merseyside Police
Mersey Beat
Liverpool North Area Merseyside Police launched the Leadership Accreditation Scheme in 2002. It was designed to encourage their staff of over 80 managers to take ownership of problems and develop personal relationships. The scheme has heightened managers’ confidence in trusting and empowering their staff to find solutions to their neighbourhoods' problems. Since its inception, the scheme has helped increase the number of crimes detected in the area by almost a third in 22 months. Liverpool North Area Merseyside Police are the first front-line provider to win the award.
2003: BMW Group Plant Oxford
A mini adventure
Following BMW Group's decision in 2000 to sell the Rover business and move the MINI production to Oxford, BMW Group Plant Oxford faced challenges of upgrading the site and processes, integrating the Rover and BMW cultures and launching a new vehicle.
The New Oxford Way (NOW) cultural change programme was established to overcome these challenges. The linchpin of NOW was the Working in Groups (WinGs) project. This created an environment on the shop floor where everyone had the opportunity to affect their workplace. It established self-steered teams, broke down traditional hierarchical structures and saw BMW Group Plant Oxford exceed its target production volume by 60% (an additional 60,000 MINIs).
2002: Defence Aviation Repair Agency
Flying in formation
In April 2001, DARA achieved 'Trading Fund Status' which meant that it had to begin operating under a competitive regime, rather than being funded directly from the taxpayer.
To meet these challenges an impressive and extensive self-direct teamworking programme was implemented to maximise employee involvement and empowerment, which involved four sites and 4000+ employees. The programme resulted in DARA delivering a more customer focussed service at a competitive price. It also exceeded its planned delivery programme whilst coping with major change and operating with 35 per cent fewer people.
2001: Vertex
A happy reunion
As Vertex entered its second year of trading, a new approach to employee relations was adopted based on a partnership with the union UNISON. By adopting a partnership framework, more positive and open relationships were achieved. The programme resulted in the development of a new workplace culture, which led to improved working conditions and a shared focus for continued business growth. Overall it was a highly inspirational example of how HR can really transform the fortunes of a business.
2000: Pindar Set
Press for Success
Following the successful renegotiation of its Yellow Pages contract, Pindar Set, a family-owned SME, faced a formidable transition. This included a move to new premises and an influx of new staff. A radical change programme was initiated, based on teamwork, multi-skilling, flexible working and the development of team leaders. This led to increased sales, growth and profitability, which transformed the business.
1999: Littlewoods
Equality counts
The Littlewoods organisation was able to demonstrate an almost textbook example of managing diversity in the workplace. Fundamental to this was an equal opportunities policy that still forms an essential part of its business strategy and which is actively championed at board level.
1998: MD Foods
Cream of the crop
MD Foods plc took radical steps to change its rather traditional approach to industrial relations, thereby winning the support and involvement of its employees. This resulted in increased efficiency and flexibility, with productivity rising and absentee rates being reduced. In addition to greater job security, employees now enjoy better rates of pay, as well as more holiday and pension entitlements.
1997: Heathrow Express
Digging for victory
Following the collapse of tunnels during the construction stage, Heathrow Express faced an indefinite delay to the launch of its services. The enterprise was able to overcome this set-back, thanks to a change programme that emphasised a 'single-team' approach, with priority being given to the development of front-line staff.
1996: Redland Bricks
Prize performance
The board of Redland Bricks had opted to make the development and empowerment of its employee base a central plank of its strategy to take its business forward. It was able to demonstrate that its employees had made a major contribution to the overall direction and leadership of the company.