Anne Shaw Consultants was asked to review a mobile working policy which had been introduced five years earlier and make recommendations for any changes required. Following a programme of consultation with Senior Managers and staff in “mobile working roles” and a review of best market practice, the consultants provided recommendations on the future arrangements for mobile working within the organisation, a new mobile working policy, a cost benefit analysis and an implementation plan including staff communications.
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All jobs were evaluated using the JOVE proprietary system of job evaluation as a basis for designing a more flexible grading and salary structure. Current salaries were benchmarked against the market using the Anne Shaw Consultants Compiled Remuneration Database of published surveys.
Separately we worked with the client to develop a new expatriate policy and an operating procedures manual. This was undertaken taking into account of both existing practices and best market practice.
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Birmingham Chamber of Commerce and Industry
Following the merger of a number of different employing organisations there was a requirement to forge a new organisation. As an integral part of this BCCI wanted to create a new grading and salary structure and harmonise terms and conditions of employment.
We worked closely with the HR Director and with the involvement of all staff in the preparation of new role profiles which were subsequently assessed using the Anne Shaw Consultants proprietary job evaluation scheme – Job Valuer. At the same time we undertook a salary benchmarking study to compare current salary practice with the market. The results of these two initiatives were used in the design of a new grading and salary structure where salary progression was linked to individual performance.
Finally the existing performance appraisal process and documentation were reviewed and amendments made to improve understanding and user-friendliness. Then all managers were trained in the skills of performance planning, giving feedback, coaching and conducting a performance review meeting; and all appraisees were trained in the skills of self assessment and to allow them to take ownership of the process.
Full implementation included a comprehensive employee communications programme which involved employee briefing sessions given by the CEO, HR Director and guidance notes. The programme explained the details of the new grading and salary structure before each individual met with their manager to be informed about their own personal circumstances.
The new salary structure has proved to be sound and robust and is still in operation after five years.
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Anne Shaw Consultants was commissioned by the Chief Executive of Cardif Pinnacle to undertake a benchmarking study of senior management remuneration and benefits. The resulting report showed how the company’s remuneration practice –
basic salary, total cash and principal benefits compared against the market median and market lower and upper quartiles.
Subsequently the Consultants worked with the Chairman of the Remuneration Committee to advise on the salaries of the Executive Directors and in the design of a multi-factor annual incentive bonus scheme.
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Following the acquisition of a number of businesses by Croda International from ICI and Unilever, the company embarked on an integration programme. One stream involved looking at the harmonisation of certain HR processes.
Anne Shaw Consultants was asked to review the existing diverse job evaluation practices across the enlarged group and to recommend a strategy for the future use of job evaluation and an associated implementation plan.
The Consultants undertook an audit of existing practices by studying job evaluation schemes and gathering the views of both Senior Managers and HR professionals on their effectiveness. Company practice was also benchmarked against best market practice.
The Consultants’ recommendations on a new strategy and implementation plan were discussed initially with the VP – Group Personnel and then presented to the Executive Team for their approval.
One of the key recommendations was the introduction of a bespoke job evaluation scheme to reinforce the Croda identity across the new group and the Consultants provided technical advice to an internal project team and the Project Manager on its design.
Oddfellows
Our initial involvement was to advise the Remuneration Committee on the salaries and benefits for the Executive Directors. The involvement was then extended to undertaking an employee engagement survey, feeding back the results to the top team and working with them to identify the key issues arising. Subsequently a number of internal project teams were established to design and implement action plans to address these issues. We worked with one of the teams to design a new grading and structuring underpinned both by our proprietary job evaluation scheme – Job Valuer and a rigorous salary benchmarking study using the Anne Shaw Consultants’ Compiled Remuneration Database.
In addition we worked with the Personnel Manager to design a competency based performance appraisal process.
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Following a major review of corporate strategy, Anne Shaw Consultants was asked to review the company’s current reward practices and to develop a new reward strategy which was more aligned with organisational needs. Using our well developed 5 Stage Reward Strategy Review process we recommended a series of changes to current practice including a new grading and salary structure and new incentive bonus schemes with a different base salary and total cash balance.
Subsequently we continued our involvement by working with an internal project team to design and pilot test a bespoke job evaluation scheme. This was subsequently used to evaluate all jobs in the organisation to provide a sound basis for the design of a new grading and salary structure.
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The University had decided to adopt the HERA method of job evaluation to underpin the development of a single grading and salary structure across the University. The project team were experiencing difficulties and Anne Shaw Consultants was invited to join the team to provide advice and support based on their extensive experience of introducing large scale job evaluation schemes. This enabled the team to overcome previous blockages and to review and adjust the project plan and methodology in the light of the Consultants’ experience. The Consultant also attended the joint management and trade union project review meetings providing advice to the HR Director as required.
The project was completed successfully and the new grading and salary structure introduced with union agreement and with an acceptable number of job evaluation appeals.
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Clinical Research Organisation : Leadership Development
Anne Shaw Consultants was commissioned to design and lead a development programme that would address current requirements to:
- Gain competitive advantage through people
- Release innovation and energy
- Strengthen ownership of responsibility
The principles underlying our approach were:
- Empowerment for transference of learning and ownership
- Diversity in methodologies and style
- Practicality for application in day-to-day experience
- Partnership to complement in-house strengths and resources
Reflecting these principles, we designed a programme comprising four x two day residential modules to be led by two tutors – our Consultant working in partnership with the HR Manager of the client organisation.
The programme was entitled ‘Leadership Dimensions’ and ran concurrently for two groups of twelve cross functional managers, each of whom completed psychometric profiles in advance.
The themes of the Modules were as follows:
- Effective Self Leadership
- Communicating for Influence
- Providing Service through Teamwork
- Making Change Happen
All four of the Modules provided a mix of participant experience as follows:
- Tutorial input on relevant concepts and tools
- Self assessment questionnaires to identify individual strengths and development needs
- Practical exercises to test and develop skills
The closing half day of each Module was devoted to ‘Action Learning Set’ experience undertaken in groups of six participants, each facilitated by one of the Programme tutors. In these groups, individual developmental actions were specified for implementation, and reported on at the subsequent Module.
Implementation of short and long term outcomes have been tracked subsequently by the HR Manager, with evidence of significant improvement.
Construction Company : Board Effectiveness
Implementing a strategy of significant growth, the Directors of the company considered that this was an appropriate time to give attention to the content and process of Board level interaction.
Their objectives were to:
- Operate with a more strategic level focus
- Work together more collaboratively
They sought the assistance of Anne Shaw Consultants and the following process was adopted by one of our Consultants with Non-Executive Board experience, coaching and facilitation skills.
Interviews were held individually with each of the Directors to elicit views on ways in which Board Meetings worked well or less well, and to collect ideas to improve effectiveness for achievement of more strategic level focus.
In relation to the interaction of the Directors, the focus of the interviews was on individuals’ views of their own and their colleagues’ strengths, and the development needs that might be addressed to enhance collaborative relationships.
A report was presented to each of the Directors, collating all the data generated and presenting suggestions for actions that could be taken to achieve the stated objectives. The report was then discussed at a Board meeting facilitated by the Consultant, at which the following initiatives were agreed for implementation
- Directors to establish with greater clarity and tighter specification, the roles they would play, the content and process they would adopt in their meetings
- The organisation would use the appraisal system more fully to develop, acknowledge and reward strategic level focus in day-to-day Director activity
- An off site teambuilding event would be scheduled to include some individual profiling to encourage understanding and respect for diversity
- The organisation would establish a mentoring scheme by which, as appropriate, Directors could build developmental relationships with external ‘others’ and/or be trained to provide such support for internal members of staff
Directors are unanimous in their agreement that change would not have happened as quickly or as effectively without the intervention of an independent third party.
Friendly Society : Competency Framework and 360 degree Profiling
Anne Shaw Consultants was invited to work with this successful and rapidly growing organisation to create a competency framework aligned to the Society’s stated values, and structured to meet roles and levels of staff activity.
Staff development was crucial to sustaining progress, and we were asked to put forward options for effecting this at Executive and Senior Management levels.
The option chosen was for us to develop a 360 degree feedback instrument based on the appropriate level of the competency framework, and for this to be completed by all members of the Executive Team.
Implementation of this initiative led us to conduct individual discussions with each Executive, and to present a collated report with the whole group at a final review meeting.
Apart from providing this top team with a picture of corporate strength and ideas for enhancing this individually, the exercise resulted in the creation of a behavioural model by means of which senior and middle management competence could be assessed and developed.
International Chemical Company
As part of a “fast track” talent management programme this international chemical company commissioned Anne Shaw Consultants to develop a competency framework and a series of rigorous development centres to identify the appropriate individuals.
We worked with the HR Manager and line managers to identify the competencies needed for success and after agreeing the competency framework we began work on developing a bespoke series of activities and exercises, which together with a battery of psychometric tests would assess the selected individuals.
As part of the Anne Shaw Consultants’ philosophy of equipping our clients with in-house skills to reduce the dependency on external consultants in the future, a group of Directors and Senior Managers were trained by us as internal assessors.
Each participant on the development centres received a development report based on their performance and had a one to one session with their line manager. Successful candidates then became part of a formal fast track programme, including a period of work outside of the UK.
The directors and HR team agree that the fair and rigorous process enabled them to make sound decisions based on a range of objective evidence, gathered in a positive and challenging development centre environment. Participants were also given the opportunity to provide feedback on the process, which was generally very positive.
Steel Precision Engineering : Performance Appraisal and Development Scheme
As part of a company wide employee development programme, this organisation commissioned Anne Shaw Consultants to design a Management Performance Appraisal process, including training and associated materials. The project comprised three phases.
Phase One: Core Competency Mapping
Using a Repertory Grid approach our Consultants interviewed half the management team as well as a sample of key customers and suppliers.
Having analysed and collated the data generated, we formulated a model that was then discussed and refined in cross functional focus groups representing staff at all levels of the organisation.
The resulting model comprised ten core competencies, each defined by behavioural indicators that were specific to levels of experience and seniority.
Phase Two: Preparation of Appraisal Guide and Manual for Development of Competencies
Our Consultants prepared all the materials and a detailed “Guide to The Appraisal Scheme” specifying process and documentation for preparation, the meeting, and forward development planning.
In addition, we produced a Manual comprising suggested development activities in relation to each of the competencies. These provided a wide range of ideas for management development, some that could be personally initiated, others that would require involvement of each appraisee’s line manager.
Phase Three: Performance Appraisal Training
The project concluded with design and provision by our Consultants of training workshops held for Appraisers and separately for Appraisees. This allowed familiarisation with documentation and establishment of ‘good practice’ for implementation of this bespoke appraisal and development scheme.
Evaluation showed that the project improved understanding of the importance of the appraisal and development process, and improvements were noted in skills, knowledge and attitude, with associated improved job performance.
