- Big 4 professional services firm.
- No formal approach to developing and managing its 3000 non-fee earning staff.
- Needed to create a framework and toolkit for managing performance and development.
- Developed a comprehensive competency framework for career development and performance management.
- Worked with a range of stakeholders including partners, senior HR leaders and staff to ensure the framework was appropriate to the needs of the firm.
- Managed the implementation of the framework.
- Improved skills and career development for the non-fee earning staff.
- A comprehensive, equitable and uniform approach to performance management.
- The framework was quickly accepted as a useful and productive process by managers and staff.
- Changing business environment.
- Increased competition from new entrants to the market.
- Business development team needed to develop a more commercial focus.
- Board needed to work more effectively to meet the new challenges.
- We ran a “diagnosis” of its current culture and ways of working using one-to-one and small group interviews.
- We shared the results with the team, helping members to understand its current culture and its implications for the business.
- We followed this with a team event focused on becoming more commercial and united to achieve this.
- The team has a shared understanding of what becoming more commercial means
- Members have a clear and coherent strategy for developing their business in the future.
- The team is working as an effective Board, managing the business together.
- People are no longer working in silos and teams are no longer isolated from each other.
- Co-operation across organisational boundaries has significantly increased.
- To develop leadership skills of Directors using the new leadership competency framework.
- To identify Directors’ strengths and development needs and support them in building robust development and career plans.
- To identify generic training and development needs across the Director population.
- To improve the behavioural assessment and management development skills of senior leaders through their involvement as observers at the development centres.
- To introduce new and best practice development methods.
We designed and delivered a programme of development centres for leaders based in the UK and US. This involved:
- Training the Vice Presidents and Directors as observers.
- Designing the development centres.
- Running the development centres – managing the events, facilitating the review sessions at the end of the events and facilitating agreement on the individuals’ overall performance.
- Producing detailed individual development centre reports.
- Coaching participants following the development centres and proving ongoing coaching to the Director of HR on the effective use and application of development centres.
- Delivering interventions to address the development needs identified in the process.
- Robust development and career plans for each director
- The identification of key development needs for the group
- Increased the knowledge and skills of the Director of HR
- Established, profitable company experienced a sharp downturn in results due to some large-scale project failures.
- Needed to refocus its HR professionals on providing high value development and coaching for line managers and away from transactional processes.
- HR policies and processes were undocumented and haphazard.
- Project managed the design and implementation of a transactional HR service centre
- Worked with HR staff to completely redesign HR policies, processes and supporting documentation
- Managed the consultation and communication process with HR and line managers.
- A fully functioning HR shared service centre providing improved transactional HR support to the business
- HR managers free to focus on strategic and developmental inputs
- Standardised, legally compliant HR processes, policies and documentation
- Skills in business process analysis and redesign passed on to client staff.
- Two organisations merging.
- Both hi-tech defence companies but with very different cultures.
- Fear that cultural differences would reduce the value of the merger.
- Danger of losing key talent.
- We were asked to map the cultures of both organisations and to assess the likely impact of cultural differences.
- We interviewed individuals and groups of people in both organisations to gain a rich sample of cultural data.
- We presented the findings to the merger committee of VPs from both companies and worked with them to develop an action plan.
- The key differences between the “sales people and project managers” in one company and the “scientists and academics” in the other company were revealed and made explicit.
- The merger committee took up the challenge of managing the cultural integration, rather than side-stepping it.
- The senior management clarified their vision for the future of the organisation.
- The Chief Operating Officer complimented us for our directness and clarity in surfacing these issues.