Capability building and continuous improvement

A large government agency involved in collecting and selling data had become a trading fund with commercial targets. Heavy investment in assessment and culture change programmes had produced little change in staff attitudes and levels of trust in management. In addition, reliance on traditional HR practices had failed to grasp opportunities to follow through and bed in new values.

A series of simple staff and managerial workshops that were based on listening to views and on capturing innovative ideas engaged staff and dispelled much of the natural resistance to change. By providing a framework to support and take the process forward, innovations were assessed and used by line managers and operational development specialists. The whole process was integrated with an internal communications strategy.

Coaching, Feedback and Management Training

A major international bank wanted to combine 360° feedback with a coaching and further development programme. We provided the framework and tools for this and developed a coaching programme that extended over several career stages. The approach embedded a culture of constructive performance feedback and open dialogue between managers and their teams.

Succession, Assessment and Development

Assessing the "top talent" pool of senior executives in a Global consumer business, as the basis for career advancement and personal development. We advised this major international company on the evolution of a consistent approach to competency-based human resource management across their global business and provided training and development to HR Directors worldwide.

Surveys for attitude, culture and climate

Provision of ongoing post-merger change management advice to a large UK government Commission. This involved the design and running of regular to pulse surveys' to keep senior managers continuously aware of the progress of change.

Additional assignments

• Developing a competency framework and Development Guide for an international sales organisation

• Design and introduction of succession and performance management and management development systems for a major clothing supplier during a six-year period of international growth

• Working with an associate consultancy to deliver a management programme for the UK top team of a major US-owned finance business: focusing on their role in terms of Culture, People and Operations management

• Provision of planned assessment and resourcing consulting for an international government department. The work involves definition of roles for senior government advisors and advising on role profiles and capabilities and placements.

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