Helping you define what your strategy or brand means in terms of what needs to change in terms of the way your staff work - the key competencies that underpin your strategy.
Encouraging the new required behaviours through:
Aligning the acquisition and retention of talent with the new requirements - recruitment and selection systems, succession planning and talent management.
Managing change processes.
Took a company from a state where managers didn't see engagement as relevant to the point where they voluntarily put 50% of their bonus provision on achievement of engagement objectives. Received an HRINZ Merit Award for the process that built manager commitment to engagement.
From 2007 to 2011 the number of teams engaged at the levels of the top 25% of the best places went from nil to one third of all teams. Evaluation of the model over the period demonstrated higher engagement drove down sick leave, incidents and turnover and increased customer satisfaction, innovation and applications for internal roles. Initiatives implemented to build engagement included leadership development programmes, competencies for professional groups and leaders, aligning systems with competencies - 360, development toolkits, interview guides, position descriptions, and recruitment tools; creating infrastructure such as communication processes and performance management processes to support the objectives.
Worked with one of NZ's largest companies which was going through large changes to build engagement through front line leadership development. A number of actions were put in place to support leadership development - including developing their managers to support the front line leaders effectively, coaching modules, celebrating those that had already achieved high engagement, aligning accountabilities with leadership practices which drive engagement, key competencies and development workshops.
Worked with the executive of a large dairy company to define what culture would support their organisational direction. This was measured on a annual basis and action plans developed with staff on the practical changes that could be made.