Case Studies
HR StrategyCase Study: Transformation of the HR Function
Objective: Review HR provision across the organisation and make such changes as necessary to ensure that the HR function adds true value to the organisation now and for the next five years. Method: By the consultant meeting with line managers and other stakeholders. Drawing up a requirements matrix. Then determining the degree to which HR met the needs today. Working with senior managers to develop the requirements matrix to include future needs. Then publishing as a comprehensive requirements specification and gap analysis for HR provision. Then developing an action plan to make the necessary changes. Result: A comprehensive HR strategy presented to the board and ratified.
Case Study: Develop an HR Strategy Where None Existed
Objective: Develop an appropriate HR strategy for a manufacturing business. Method: Identify and document the organisation’s business strategy. Identify the elements of the business strategy that have implications for the HR strategy. Then work from this business strategy to develop HR mission, goals and objectives. Result: An HR strategy paper was developed by the consultant and shared with directors. This was adopted and an action plan put in place to implement the HR strategy. AuditCase Study: Confirm that HR is Adding Value
Objective: Determine if all HR procedures were being followed as documented. Method: Train several HR team members in the science of audit. Then each month choose one aspect of HR practice and audit this against documented procedures. Where relevant, report ‘minor’ or ‘major’ non-conformances and recommend corrective action. Result: By conducting structured audits on the HR system in this firm, the HR Director knew that procedures were being followed. This meant that the added value intended in each procedure was indeed being realised. RecruitmentCase Study: Implement an Overseas Business Unit
Objective: Within nine months recruit a CEO and thirty staff and have them in place ready to start operations. Method: Through industry networking, a CEO was identified and recruited. Eight additional discrete roles were identified. Adverts were placed in the local press. Four hundred people were identified as candidates. Brief initial interviews were run during a recruitment fair over two days by the consultants. A short list was prepared and comprehensive second interviews run jointly between consultant and CEO. Result: A full complement of staff was recruited and the overseas branch office opened on time.
Case Study: Graduate Research Scientists and Engineers
Objective: Recruit fifty research scientists and engineers from the top UK universities. Method: With line managers, the consultant drew up job descriptions and person profiles for the fifty jobs. Then the consultant conducted interviews at ten recruitment fairs around the UK. Pre-selected candidates were second-interviewed by the consultant at the client site. Then third and final interviews were conducted by client managers. Result: A full headcount of scientists and engineers was achieved from 1,560 candidates.
Case Study: Recruitment by Assessment Centre
Background: A Manufacturing Engineering Manager was to be recruited for a capital products company. There were several very good candidates and no clear leader after initial interviews. Method: An assessment centre was organised where eight prime candidates attended an intensive selection day. The programme comprised technical interviews, character interviews, psychometric testing, situation/scenario discussions, role plays and candidate presentations all managed by our consultants. Result: The best person for the role was identified, offered and appointed. The appointee is now in post.
Case Study: Engineering Sales Manager
Background: A conventional search – interview - appoint task. Method: Approach ten recruitment agencies. From 30 CVs, appraise each candidate against the person profile. Set up interviews and interview with client management. Down-select to three candidates for interview by client management. Result: One candidate was selected and the job offered. The appointee is now in post. Staff DevelopmentCase Study: Competency Based Staff Development System
Objective: In a software and consulting firm, identify competency gaps and implement a staff development programme to grow the organisation to meet future market needs. Method: Draw up a competency framework under which each job was unpicked to show the competences needed to fulfil the role now and in the future. Score the competences needed as trainee, supervised practitioner, practitioner or expert. Then using a counselling approach, have staff score their own competences today. Develop with each staff member the gaps identified. Then develop for each member an individual development plan to bridge the gap. Cost the development plans and have the Board agree the spend. Result: The organisation identified the competence gaps and had a clear action plan to have the competences match those needed by the market in a defined time.
Case Study: Creation of an In-house Training Facility
Objective: Following a review of costs and benefits, move the staff development programme in-house rather than use external providers. Develop a series of custom courses designed to meet the various organisational needs. Method: A farm workers cottage had become vacant on this dispersed agrochemicals site. This was totally refurbished as a training facility and a series of courses were designed under a TimelessTime consultant’s management. Result: As a profit centre, the new training 'department' broke even after one year by providing a comprehensive series of internal and latterly external staff development courses.
Case Study: Achieving Investors in People
Objective: Consolidate current work on corporate strategy and ad hoc training to be able to comply with the Investors in People standard within 1 year. Method: Develop the corporate strategy to include key people factors instrumental in achieving the corporate objectives. Instigate a series of staff reviews or appraisals both to give performance feedback and to set training and development objectives for each employee. Then implement the individual training plans. Result: Clear organisational benefits in the process of achieving the standard included better control of projects following project management training and wider individual scope in consultancy projects following product training. Benefits and RemunerationCase Study: A Balanced Benefits Package
Objective: In a competitive marketplace the client company needed to attract skilled engineering staff and then retain them for at least 5 years. Method: By a consultant researching the sector employment market including competitor benefits packages. Based on this, design a comprehensive conditions package balancing salary, discretionary bonus, healthcare, income protection insurance, non-contributory pension scheme, fully funded training to enable further studies up to and including Masters level qualifications, additional holiday for long service, car allowance and home working. Result: A stable workforce with zero attrition after 4 years.
Case Study: Salary Surveys and Benchmarking
Objective: Determine the reference salaries for several jobs in the agrochemicals industry such that the client organisation can be sure that base salaries are competitive. Method: By gaining agreement with HR managers and CEO's for agrochemical companies across the country, salary details were anonymously pooled and statistics prepared representing the industry. Result: The client company has a comprehensive set of historical data against which to the set reference salaries. Using this data and the client salary policy the complete salary system was re-structured. Note: Whilst this example included the building of a salary survey method and the preparation of a survey report, many industry groups already prepare such data annually. TimelessTime will be happy to acquire surveys and to advise on the use of such information. Policies and ProceduresCase Study: Balancing Legislation and Client Company Needs
All firms need to have policies and procedures, some are a legal requirement and others are put in place to ensure staff understand their role in helping the firm achieve the desired goals. The policies and procedures vary in size – from a single A4 sheet to a multi-page document. They many be held alone, as part of the staff handbook, or on a company intranet. The following list indicates some of the common policies and procedures required by all firms.
TimelessTime has worked with firms of all sizes – from a few staff to several hundred staff. We do not supply boilerplate templates. All documents are developed solely for the client to reflect the culture and requirements of the firm. Staff CommunicationsCase Study: Intranet Objective: Having identified an intense need for communication with staff daily wherever that are in the world, develop an Intranet and content to ensure that all staff are suitably informed. Then manage the Intranet to ensure relevance and currency.
Method: With the client company management identify all key data subjects needed. These included: • Daily information • Company News • Management Information • Quality Systems • Investors in People and Training • ... and many more across and down the tree structure. Set up an intranet structure, supply significant content from existing but incomplete company documentation and implement in the client company. Then manage the content to achieve currency. Result: A well informed workforce who grew used to routinely accessing frequently updated information.
Case Study: Developing a Staff Handbook
Objective: Set up a staff handbook designed to be the main reference document for the company which contains all the details required by staff in the course of their normal work. Method: Review the items required in the document and produce a user friendly manual containing all the information considered important. Advise on a method for updating the document and distributing to all 1200 staff based at various sites in the UK and abroad. The sections included: • Company Introduction • Contractual Terms and Conditions • General Information • Company Benefits • Communications • Health and Safety • Policies and Procedures • General company information Result: An easily updateable manual, which has been distributed to staff ensuring everyone has the latest relevant information. Disciplinary and GrievanceCase Study: Disciplining and Dismissing a Director
Background: A director repeatedly came to work under the influence of alcohol. This reached a head when the MD suspended his colleague pending investigation. Method: The consultant coached the MD and ensured he followed perfect procedure. Working with the MD and the firm’s lawyers, the process went through disciplinary and appeal and a sanction of Final Written Warning was upheld. The director rejected this and there followed a period of acrimonious communication with threats of legal action. By taking a firm but fair line, the company team convinced the director and his lawyer to accept a compromise agreement and the director left the firm after a six month battle. Result: The director with the alcohol problem realised their position and accepted compromise conditions as if they had simply resigned.
Case Study: Disciplinary
Background: Two directors saw an employee behaving suspiciously. Equipment was found missing from site. The two were linked. Method: The consultant recommended the employee be suspended on full pay pending investigation. Following investigation a disciplinary hearing was arranged. The outcome was dismissal. This was upheld at appeal. The employee threatened to take his case to an employment tribunal and began the process. Result: By following correct procedures and ensuring that the dismissal was backed by evidence that gave reasonable grounds for the decision, the employee’s advisors were convinced there was no case and the employee dropped his action.
Case Study: Grievance
Background: An employee contacted his manager reporting that his doctor had signed him off sick with stress. On investigation by the consultant there were grounds to suggest this was as a result of bullying. Method: The consultant facilitated a grievance hearing but only after permission had been obtained from the employee’s doctor. An investigation was undertaken by the consultant and anonymised evidence statements were obtained. A grievance hearing was held. Bullying was confirmed and an action plan put in place to prevent it occurring again. Result: The employee returned to work in the knowledge that he had the support of consultant and management and that the bullying had stopped. RedundancyCase Study: Managing a Downturn
Objective: Staffing levels were too high for current business. Reduce the current effort but retain the staff because business was forecast to pick up again within one year. Method: The consultant developed a plan whereby hours (of effort) could be annualised. Staff would continue to be paid their normal salary. They would not attend work but un-worked hours would be banked. Banked hours would then be worked in lieu of overtime once the firm was busy again. The consultant discussed this with unions who accepted. Staff however rejected the proposal. Result: The plan was rejected and fifty staff were made redundant.
Case Study: Closing a Retail Outlet
Objective: Reduce the losses being incurred in a remote retail outlet by either seeking an alternative business model or closing the outlet. Method: Management reviewed the outlet and determined cost guidelines under which it could remain open. Jointly with the ‘at risk’ staff the consultant investigated options. No way could be found to meet the cost objectives and a redundancy programme was implemented by the consultant. Result: By ensuring that due process was followed and adequate consultation undertaken, the outlet was closed and all staff were dismissed fairly.
|
Tel. 01825 724179
The following case studies are real. They show by example some of the projects that TimelessTime consultants have been involved with over the years. As examples they should be used to illustrate the scope, breadth and depth of TimelessTime competence. For a no-commitment discussion with one of our consultants on your specific HR issues call 07554 420419.© TimelessTime 2009 - 2012 | Registered office: 53 Gildredge Road, Eastbourne, East Sussex, BN21 4SF.
Registered in England. Company registration no. 07036445 | VAT no. GB 102 3367 60
Website Terms & Conditions | Email Privacy Policy
Website created and maintained by Andy Berry, TimelessTime Ltd.
