Most Successful Change Management Programme


WINNER Amey


ith most of its clients based in the public sector, the latest bout of government cuts have had a huge impact on


public services supplier Amey. As a result it has had to change quickly and drastically, to become leaner, more effective and performance-driven. Amey set itself the task of increasing its


revenues by 7.2% between 2010 and 2014 – and realised its staff had to be ready to perform more efficiently and effectively. The company also wanted to improve the number of bids that it won. After carrying out employee research,


Amey concluded: processes could be reduced to save time and money; overheads at the firm were not proportionate; and, with up to 11 levels of management between CEO and front line, it had too many managers. The first step was to engage staff with the


need for change. Using its own employee engagement programme, Amey asked staff if they felt the firm was as effective and efficient as it should be. With much duplication of effort and archaic processes, they had little trouble identifying areas of improvement. Their suggestions were used to compile action plans. Amey launched staff training on how to


make working practices leaner; managers were briefed to cascade communications down to reports. The firm also created DVD communications, with messages from group HR director Valerie Hughes D’Aeth and CEO Mel Ewell. These were put on the staff website. Staff hits increased from 4,000 to 11,000 the month the comms were launched. Amey appointed ‘change champions’ to


lead colleagues through change and also implemented an EAP to listen to staff


hrmagazine.co.uk


confused by the upheaval. Only seven months on and Amey has changed for the better: HR costs have been cut by 20% per employee, while management approval levels have now reduced from 11 to four. The decision to involve staff feedback in


changes has proved a success. For example, one employee has saved £2,500 every year by suggesting the firm put a cheaper soap in washrooms while another devised a way to recycle tar onsite – saving a massive £1.3 million. In total, Amey has saved £20 million


through the initiatives and staff satisfaction has jumped from 56% to 68% – not least because of exhaustive training, management development and communication. Judges noted Amey had faced the challenge


head on. They were impressed with its decision to launch a “proper, business-driven programme” to tackle it. The panel agreed the initiative was “practical and down to earth” and felt the scheme had come to life through the winning entry.


FINALISTS


• Access • Bassetlaw District Council


• Chelmsford Borough Council


• William Hill


Highly Commended Arts Council


England Arts Council England is implementing the largest change programme it has ever tackled. By the end of 2010 it needed to save 15% of administration costs, a total of £6.5 million per year; reconfigure the organisation’s leadership to be leaner and with a coherent national strategy; and improve relationships with stakeholders. HR believed these could only be


achieved by creating a new structure and culture, with a smaller number of roles at all levels. Some 70% of staff were put at risk of redundancy. Yet the skilful way the programme was handled resulted in increased employee engagement during the transformation, with staff returning scores of 90% to the question ‘I under- stand the need for change’. Top leadership is now 40% leaner and


Arts Council England has over-achieved on its annual savings targets. The judging panel was impressed with the way the organisation had taken its people with it, the clearly articulated strategy and the great results.


July 2011 HR Excellence Awards 25


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40