Bespoke facilitation

University faculty required facilitation for a three-day ’Awayday’ on Strategy and Team Working.

A bespoke programme was developed using a range of innovative, interactive techniques – including systems thinking tools – to facilitate this highly challenging and successful session.

Team coaching and facilitation

Coaching for individual futures for a team in a London Public Sector organisation.

The team was to be disbanded and the majority of staff made redundant. Working closely with team members, a bespoke 3 day programme was designed and delivered which included both individual and team coaching on issues covering: life and work goals; skills audit; dealing with redundancy; career options; development needs; CV, application and interview skills.

Structure and Remuneration Review for senior team

Board Chair wanted a review of the structure and remuneration of the senior team in an NHS Hospital Trust to ensure fitness for purpose.

The review was scoped and options for a new structure developed in partnership with the Chair, Chief Executive and senior team. A formal review of all aspects of pay and reward was carried out for the Trust’s Remuneration Committee, benchmarking against relevant salaries and terms/conditions across the NHS, ensuring compliance with Department of Health guidance on senior pay.

Grievance Investigation

National employer required investigation into highly sensitive grievance at a senior level in the organisation.

A full investigation was carried out and detailed report submitted to a standard suitable for Employment Tribunal purposes.

Fitness for purpose review

The Chief Executive of an NHS Trust wanted a review of the HR Directorate in terms of its overall structure and fitness for purpose.

The review was carried out using a range of methodologies and working in partnership with team members. The key issues were identified and a range of options developed to improve the team’s performance and overall fitness for purpose. The report was agreed by the Executive Team and implemented over the next 6 -12 months.

Organisational Development

A national organisation wanted to improve its overall performance using Organisational Development tools.

A review was undertaken which led to an Organisational Development Strategy, linked to key Performance Indicators. The major workstreams included: a leadership development programme based on a three stage diagnostics process including 360° feedback; improving change management skills; developing a new model for individual, team and organisational learning; ensuring that a new competence framework and appraisal process were embedded across the organisation; reviewing quality processes; taking a key role in the achievement of an existing Investors in People application; improving staff engagement and involvement.

Improved performance

A Hospital Trust needed to achieve all of its HR Performance Indicators as part of a compulsory performance management framework implemented by the Department of Health.

The Hospital had been without an HR Director for some time and had a new Chief Executive. There was a considerable backlog of work in HR combined with a high number of outstanding issues such as grievances and disputes with the Trade Unions. Working initially as part of a team, and then as the Interim HR Director, all outstanding grievances and disputes were resolved over the space of a year, and all national and local HR Performance Indicators achieved. This contributed to the Trust gaining one star in the Department of Health’s performance rating system used at that time.

Pay and Reward

National Charity required new pay and reward strategy to compete in a highly specialised market.

A new, affordable, job evaluated pay and reward system was designed in partnership with teams across the UK, providing a competitive salary scale which enabled the charity to recruit and retain highly experienced, specialist professional staff. Services provided included: clear project plan with expected outcomes, options appraisal, briefings, system design, costing, consultation, legal advice, implementation, training and ongoing support for first three months.

Foundation Trust application

A Hospital Trust was applying for Foundation Status.

Working as the Interim Director of HR, on a job-share basis, an HR Strategy was developed with staff, as required as part of the application process, with widespread consultation and collaboration both within and outside the organisation. The Hospital successfully obtained Foundation Status.