The six finalists for the CIPD/People Management award, which is presented to organisations who can demonstrate best practice in the field of people management, have been announced. The list of entries range from successful change programmes to the introduction of flexible working arrangements and include organisations from industry and the public sector. The six finalists are: BMW UK Manufacturing Ltd, Motorola, Land Securities Trillium’s - Project Warren, INA Bearing Company Limited, GTBB Joint Venture and Ashridge Consulting on behalf of Norwich Primary Care Trust.
BMW UK Manufacturing Ltd
Following BMW Groupís decision in 2000 to move new MINI production from Birmingham to Oxford the Company faced a number of challenges: upgrading the site and processes, integrating the different Rover and BMW cultures and launching the new vehicle. This challenge was accompanied by a significant increase in the workforce, from 2,500 workers on one shift, to 4,500 permanent and temporary workers on three shifts.
A cultural change programme, the New Oxford Way (NOW), was set up to integrate this new and much changed workforce. The programme focused on working in groups to foster teamwork and good morale.
The main elements of the project included:
* Team-based organisation structures.
* Provision of the appropriate enablers e.g. process tools and devolved ownership and responsibility.
* Capitalising on the enthusiasm of the temporary workers to maintain the projectís momentum.
* Incentives for the top performing team with regular features in the newsletter.
In both 2001 and 2002 the plant achieved its challenging quality and productivity targets. And in 2002 it also exceeded the target production volume by 60%. BMW believe that neither of these would have been possible without the commitment of the workers created by the team.
Motorola
Motorolaís East Kilbride silicon chip manufacturing facility is one of the largest owned by Motorola Inc. When the company announced that it was reducing the number of manufacturing plants from 28 to 8 worldwide, the facility needed to respond to ensure its future survival.
As a result, the company gave its total commitment to an innovative, integrated HR business strategy that truly recognises the critical role and value of people in driving enhanced business performance.
Two key strategies were employed: firstly, new global initiatives to complement the local culture and secondly, local initiatives that developed and accelerated this change strategy. The focus was on five main areas, Organisational Development, Performance Management and Development, Efficiency/Cost Reduction, Rewards and Employee Involvement. They involved the HR team implementing and supporting programmes in a number of fields, including flexible working, differential rewards, relative performance assessment and absence reduction.
By successfully implementing these strategies, and with the resulting flexibility, commitment and capability of its people, the facility has helped secure its future in transferring three additional technologies from other locations, into the site.
Land Securities Trillium’s - Project Warren
Many employees felt uncertain and alienated when they transferred from BT, where the average length of service was 21 years, to LS Trillium Telecom Services Ltd (a completely new company) as part of the Telereal property outsourcing arrangements.
Land Securities Trillium commenced a change programme to win the hearts and minds of the transferring staff, which started before the transfer. The objectives were to ensure a seamless business transfer; to inform them of the benefits of the transfer; to reassure them that their terms and rights were fully transferred; and to demonstrate that they would have real, tangible career and personal development opportunities, both managing and servicing BT’s property together with the wider challenge of working across other portfolios. They would be joining a company where property is the core activity.
Staff at all levels were actively involved in the design of a new inclusive long term incentive scheme and the development of the Telereal Vision and Values.
Following the programme, staff surveys demonstrate that 96% of staff know how their work contributes to the success of the company, 86% feel motivated to do their job, while 80% say that they are proud to be working for Telereal.
INA Bearing Company Limited
As a manufacturer of high precision engine components, INA Bearing faced the challenge of fierce competition from lower wage countries. INA established a three-year cultural change programme entitled L>C (the rate of learning must be greater than the rate of change) to raise skill levels and attract ëhigher techí products through continuous improvement and lifelong learning.
The programme has involved everyone within the organisation, initially with an individual interview to emphasise the importance of the programme and the part that every individual must play.
This followed by workplace organisation training for all which became a catalyst for the change programme and starting point for continuous improvement activities.
Subsequently employees have participated in NVQ programmes at a number of levels within the organisation, including operators, team leaders and supervisors and further continuous improvement activities such as 6 sigma and kaizen have been initiated to further promote the development of a learning organisation.
Although only 2 years into the programme, the organisation is already benefiting from the results in terms of world class quality performance, increased productivity, significant decrease in health & safety performance and lower absenteeism and labour turnover, while individuals clearly understand their roles within the organisation and are keen and willing to learn and take responsibility for their own development.
GTBB Joint Venture
The GTBB Joint Venture faced many challenges on its 600 million project to upgrade the Overhead Line and Distribution system on the West Coast Main Line railway.
Key obstacles included a restriction that meant most work had to be carried out during the night or at weekends, an acute shortage of suitable and skilled staff, and a terms and conditions agreement which would satisfy both of the joint venture partners (Balfour Beatty and Carillon) and the unions.
To overcome these difficulties, the GTBB Joint Venture introduced training programmes delivered at bespoke training centres, this included sending teams of unskilled operatives to Germany to train on new state-of-the-art equipment. Some training was also delivered at night and at weekends to minimise effect on production. The unskilled 400-strong workforce was recruited from areas of high unemployment such as South Yorkshire and Liverpool as well as Cheshire and the Midlands.
To help manage relationships, joint management/shop steward workshops were set up to discuss health, safety and quality issues. Training programmes were also developed for Managers and supervisors covering issues such as managing performance, discipline and grievances. A ìHR Challenge Trophyî was also introduced to encourage friendly inter-departmental competition.
Ashridge Consulting on behalf of Norwich Primary Care Trust
A change programme at The Norwich Community Hospital (NCH) has led to a 40% increase in the number of patients that can be admitted into hospital and a reduction in the average length of patient stay from 35 days to 20, whilst maintaining and improving levels of care. This change was achieved without extra resources and without staff having to work harder. It also transformed the NCH into a learning organisation, able to address and solve its own problems. Improvements are ongoing, morale is high and there has been a dramatic improvement in staff retention and recruitment.
NCH worked with Ashridge Consulting to facilitate a change project based on Theory of Constraints methods that would transfer skills and knowledge throughout the hospital and other associated agencies such as Social Services. A game involving dice, counters and toy patients was used to simulate the impact of dependent and unpredictable events on the journey of patients through the hospital system. A core team of hospital staff were developed to demonstrate the Dice Game and enable learning throughout 180 hospital staff. Key principles included an avoidance of jargon and a move away from command and control which would empower staff at all levels to develop their own solutions and say no. The staff were subsequently able to identify the bottleneck in the discharge process and work together - without any blame - to address the problems surrounding it.
The programme also promoted a new style of leadership - which would include a more facilitative style of approach required in situations of high uncertainty and low agreement so often found in the NHS
The CIPD People Management Award was launched in 1995 and is designed to celebrate and recognise excellence in the field of people management and development. The Award highlights organisations that have managed positive changes through the effective implementation of innovative practice and is a joint venture between the CIPD and People Management magazine.
CIPD announces shortlist for excellence in People Management<br>
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