• Employee relations
• Reward
• HR Strategy
• Employment law
• Performance management
• Implementing change

Implementing change

Leading and controlling change

Strategies for change must start with a clear definition of the objectives and the measures of success. We work with executive teams to:

• measure the 'as is' and establish a baseline for improvement
• develop the 'to be' picture and quantify the gap
• evaluate alternative scenarios and assess the risks and benefits
• plan the implementation of the preferred option
• review progress and reset targets.

Development of senior teams

Managers must provide direction, leadership and governance, particularly during peak times of organisational change. We help senior teams, often with new members, to clarify their roles and work effectively together in the new environment.

This might require personal or group development plans, followed by targeted skills training.

Employee engagement

Organisational change has both structural and cultural components. Both must be addressed in order to achieve high levels of commitment and sustained behavioural change. We often survey employees’ opinions to obtain a baseline measure. We analyse the results and agree on plans for action, including:

• formulating and communicating the organisation’s vision and values
• skills training programmes
• improved communications
• different reward programmes
• changes to work patterns and team composition,

Polestar Group
Implementing radical change in a manufacturing environment.

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Bank of Scotland
Achieving higher standards of customer service.

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