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Human Resources Case Study 2 |
Problem
Major UK blue-chip formed from merger of two recently privatised organisations, with outstanding commitment to trades unions for development of a new Performance Management System for staff levels of one side of organisation. Lack of internal resources meant that agreed implementation deadline rapidly approaching with no product to offer. Huge cynicism from staff levels in regard to any form of PM.
Approach & analysis
- One-on-one interviews with diagonal slice through organisation, from Board level to apprentices, to establish vision of what a PM system should look like.
- Presentation of proposals for consultation at series of ‘road-shows’ across the UK
- Presentation to Executive Committee for endorsement
- External research to look at both academic work & industry best practice
Solution
- Set up of a joint TU & Management project team to develop process, meeting at succession of off-site sessions
- Separation of issue from pay systems, recognising link, but focusing on day-to-day performance management
- Development of series of manager/supervisor learning sessions covering new process, managerial & staff responsibilities, coaching for high performance and handling difficult conversations.
Result - Realisation that management & staff/TUs actually have same goal
- Adoption of proposals not only by staff levels in one ‘heritage’ organisation, but acceptance and adoption by staff & TUs across organisation, and at management & executive levels throughout.
- One common system representing best practice replaces four mistrusted and abused processes.
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