Rescuing a petrochemical giant from crisis through HR and cultural transformation.
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| The client... | |
| 1 UK petrochemical site. 2000 personnel. German parent company intent on "blaming and shaming" into solution! | |
| The issues... | |
| Dramatic change became a necessity borne out of crisis, characterised by: | |
| · | Serious Health and Safety problems. |
| · | Low productivity; Silo mentality. |
| · | Poor company image (low quality employees) leading to stagnant recruitment and turnover. |
| · | Ineffective culture |
| We were asked to lead and manage a change process to feature: downsizing and re-structure, with delivery of smarter working processes. | |
| What we did... | |
| Our approach was to: | |
| · | Design and deliver Assessment Centres for leadership team. |
| · | Measure against re-designed competences for leadership- not management; de-selection of existing low management talent. |
| · | Establish Development centres: featuring performance related objectives with incentives. |
| · | Provide re-structure advice and support in move to matrix management, de-layering into self-managing teams. |
| · | Introduce Continuous Improvement and knowledge management ethos/mind-set. |
| What happened as a result... | |
| · | Successful transition through redundancy and threat of site closure. |
| · | Effective, but leaner workforce (efficiency measures). |
| · | Levels of productivity sustained through difficult times. |
| · | Improved communication via consultative processes (staff attitude measures). |
Click here to download this case study in pdf format.
