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"rr�0�r��r�������Project description � Site Strategy Implementation (Large Group)


Client
The site management team (40+) of a packaging site in the drinks sector

Issues
The site is going through a major adjustment in focus from a packaging unit to one that is focused on service to customers.  This has resulted in a major reorganisation and setting of site objectives that focus on customer service measures rather than output.  We were asked to run an event for a group of 40 managers aimed at securing their engagement with a new set of site objectives and seeking to focus on an integrated approach to running the site, rather than one based on silos.

Needs
Communicate site objectives and strategic imperatives
Begin to work through the implications for site managers of the new approach
To begin to develop a team identity
To consider priorities and resource issues
To identify barriers to success

Project outline
Agreed objectives and workshop process
Facilitated a 2 day residential workshop, with people working in cross functional groups
Follow up sessions agreed at three monthly intervals to embed processes and ensure follow through

Results
Agreed first cut plan for site managers in Key Result Areas
Used structured approach to agree priorities
Established commitment to take forward actions in KRA�s
Started process of group working together as one cohesive unit
Agreed next steps
Project description � Implementing HR Strategy


Client
The HR team for UK upstream operations of an oil major working in the North Sea.

Issues
The project involved working with the group to plan implementation of 2001 strategy - agree prioritisation, allocate resources and identify resource challenges.
In addition there were some team development issues to progress, including new team members to integrate.

Needs
Alignment across functional elements of team
A plan for 2001
Identification of resource gaps
Development of self and team awareness
Integration of new team members
Clarity about strategic direction
Challenge to current thinking
Some destressing

Project outline
Worked with HR Manager to identify a suitable process and agree project outcomes
Facilitated a short residential workshop and follow up session

Results
Devised a plan for 2001 with significant buy-in for execution
Identified priorities and resolved resource challenges
Collaborative approach developed for implementation
Took forward team development by reducing barriers and functional thinking
Had fun!
Project description � Achieving Merger Synergy

Client
A newly merged oil major operating in the North Sea

Issues
Owned and run from mainland Europe, this merged business was concerned to achieve merger synergy in its North Sea upstream operations by reducing costs and increasing production output.  Key players recognised that this would largely be determined by securing buy-in from everyone involved in the organisation.
 
Needs
To achieve merger synergy as soon as practicable
To minimise the negative impact on people during a period of turmoil
To minimise �survivor syndrome� which had been experienced by one of the companies during a previous reorganisation.
To establish robust processes for selection for new teams
To begin a culture integration process

Project outline
Worked with the Integration Team to plan a support programme for managers and others through a time of significant change, including a major headcount reduction.
Developed an approach based on the work of William Bridges and his Transition methodology.

This involved working with managers to help them through their personal adjustment to change, including personal career uncertainty.  Then used insights gained to help them devise a series of interventions aimed at helping their people through a turbulent time, including a prolonged selection process.  Worked on developing a practical toolkit including conducting difficult conversations.

Second phase of programme involved short group sessions for staff generally, to help them come on board with a succession of changes.

Final stage involved a series of 20 team alignment sessions to ensure common strategic focus and begin the process of team development for newly formed teams.

Results
Successful selection and appointment to new teams
Reduction in expected survivor syndrome.
Protected employer�s reputation in community as an enlightened employer
Evaluation established overwhelming support for the initiative and its positive impact
Successful team alignment
Project description � Rebuilding Employee Relationships

Client
The West Scotland Region of a major public service agency.

Issues
We were asked to help rebuild relationships between trade union and management staff, following a period of relationships breaking down and becoming unproductive in the setting of a joint consultative forum.
Relationships had become dysfunctional in day to day dealings and problems were escalating.  

Needs
To resolve existing differences
To rebuild relationships
To avoid escalation to national level grievance
To refocus the consultative forum
To install a process for handling future differences

Project outline
We conducted interviews with key players.
Separate workshops were conducted with management and trade union groups.
A joint residential workshop was used as the vehicle for developing collaborative working.  This involved specialist support from one of our associates who is a former trade union official.
Follow up work included individual coaching, interviews and a follow up workshop to review progress and resolve outstanding difficulties.

Results
Relationships and roles clarified.
Feedback from trade union reps supported the initiative and its outcomes.
After 12 months relationships have continued to develop and consultative arrangements are judged by both parties to be much improved.
Employee reps feel listened to and participate in a way that is constructive
Project description � Planning for 2001/Teambuilding 

Client
A global manufacturer of toiletries based near London.

Issues
The project involved working with the group to plan implementation of 2001 strategy - agree prioritisation, allocate resources and identify resource challenges.
In addition there were some team development issues to progress, including new team members to integrate and others who were leaving.

Needs
Clear understanding of the requirements for the coming year and the contribution expected of HR.
A plan for 2001.
Identification of resource gaps.
Development of self and team awareness.
Integration of new team members.
Fun.

Project outline
Worked with HR Manager to identify a suitable process and agree project outcomes.
Facilitated a short residential workshop and follow up session, taking the site strategy and translating it into functional activities for the coming year.

Used this as a model for working with other teams including the site senior management team and the site project management group.

Worked team issues using Myers Briggs methodology.
 
Results
Devised an implementation plan for 2001 with significant buy-in for execution.
Identified priorities and resolved resource challenges.
Collaborative approach developed for implementation.
Took forward team development by reducing barriers and functional thinking.
Had fun!

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