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Global Mining – Organisational Redesign and Leadership Development
Transforming leadership, people and business systems helped this client create a high performance organisation. Client Challenge This organisation was formerly part of a global organisation before becoming publicly listed as a separate Australian company. The independence created the need to build a modern fit-for-purpose performance based organisation - focused, profitable and capable of delivering the business strategy of true customer and shareholder value. This has been underpinned by a focus on 'Raising the Bar', aligning all people systems to business strategies, improving managerial performance, accountability and cost management and improving the focus on value-adding work. Right Management was engaged as a partner to provide project leadership and organisation architecture expertise to support this reform initiative.SolutionRight Management developed and worked together with the client’s leadership team to deliver an overall change strategy to enable a 'whole' business transformation involving the:Re-alignment of structure – reframing of the horizontal and vertical structure to develop requisite structure that reduced duplication of layers and ensured value-chain integrity.Definition of the Leadership Framework – identifying the ‘right work’ of leaders by level, the capabilities and the accountabilities and authorities of leaders required to support the reform agenda.Embedding the Leadership Framework – development and delivery of Managing in a Requisite Organisation Program to all managerial levels.Assessment of leadership capability - assessment of leadership roles against key role requirements to identify talent capability and development requirements.Systems to embed leadership – development of revised and new people systems including Work Performance, Career Development, Fair Treatment, Employee Communication, Executive Organisation Review, Managing Displaced Employees, Recruitment and Selection, and Sustaining the Requisite Organisation to reinforce desired behaviours.ResultsRise in shareholder value from $2.96 to $5.73 in 10 monthsVisible excitement and determination about business performance and productivity improvement from the restructureStep change in focus and capability of senior and mid-level managers to work at a strategic levelMore rigour in the communication between manager and team members underpinning the establishment of more productive relationshipsDevelopment and renovation of 10 people management systems to embed leadership behaviours The participation of 169 managers in a managerial leadership program has created a platform for trusted, consistent management practices
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Australian Energy Provider – Employee Engagement
A strategic career management program transformed this client’s employee engagement, taking engagement levels to an all-time high. Client ChallengeFollowing a demerger of its infrastructure assets, this leading energy company saw the emergence of low employee engagement levels in an overall engagement score of 38%—a rating deemed “serious” for the organisation. When their employee engagement survey identified career development as a critical driver for engagement, the business was encouraged to invest in career management for employees. Right Management was selected to bring demonstrated expertise to the development of a solution that would meet needs of both professional and technical populations.SolutionRight Management designed the client’s program with a focus on career development and self-directed learning. We created separate delivery streams to meet unique needs of office-based employees and field-based employees in power stations. A customised web site facilitated program registration and supported on-line confidential assessments that were conducted as pre-work for workshops and career discussions. Our consultants provided 1:1 career coaching for employees and managers. In addition we prepared those managers for development discussions to ensure a solid and total career management process.ResultsOur career management program was introduced as a pilot to 500 Merchant Energy Business Unit employees in, triggering dramatic changes in engagement for the unit and overall in the company:Merchant Energy’s engagement score rose from 28% to 54% in the first year and to 68% in the second yearThe overall engagement score rose from 38% to 50% in the first year, then to 56% in the second yearDelivery extended to Corporate, Merchant Energy, Upstream Gas and Retail Energy Business Units After the program roll out to Corporate, engagement scores rose to a high of 72%The Career Management driver score (36% before the program) increased to 43% in the first year and to 49% in the second year.We were engaged to continue implementation of the solution into Corporate, Upstream Gas and Retail businesses across the following two years. When asked what Right Management does well in providing the solution, the client sponsor listed: “Excellent product and design…excellent account management…continuous feedback loop to client…on-line management of administration and logistics…and a depth of knowledge in organisational design and theory.”
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Global Energy and Petrochemical Company – Change Management and Career Transition
This best practice model for transition success saw engagement rise, despite major change for outgoing and remaining employees. Client ChallengeThis global energy and petrochemical company owned and operated several key oil refineries at various sites in Australia. The most complex of these refined more than four million tonnes of crude oil every year, with feedstock and products imported through the terminal for transfer to the Refinery. The refinery & terminal had around 310 employees and an average of around 200 contractors on site at any time. The refinery and terminal operate 24 hours a day, 7 days a week.Due to the persistent strong Australian dollar, challenges with capital equipment and competition from new Asian refineries the difficult decision was taken to convert the operation to a terminal only. The conversion of the Refinery into a terminal was to be taken over an extended period of between 18-24 months. This created many challenges for the organisation to maintain productivity, ensure safety was paramount and continue to engage all workers in a period of uncertainty. SolutionCritical to success of the transition was the engagement of Right Management in the early planning stages before any announcements had been made in order to develop a tailored comprehensive program of support for employees on site. The solution was holistic and covered a two year closure period. Overall there were three key streams of support provided to the Refinery employees and leadership team.First was support associated with announcement day which involved briefing of the leadership team to assist in their preparation to deliver the difficult messages and to handle employee reactions and questions. This was supplemented with onsite consultant presence for the day of announcement to support employees as they processed the news. Right Management partnered with the Employee Assistance Program (EAP) onsite to provide comprehensive employee support. Second was proactive change support for all levels in the organisation. For the Refinery Leadership Team this was aimed at ensuring their engagement and vision for the site, coupled with successfully dealing with their own reaction to the change. For the next level leaders, in addition to change support, a facilitated peer networking group was established where they could benefit from sharing each other’s experiences and raising concerns in a safe environment.The remaining Refinery employees were also provided various support mechanisms including workshops and training engagements on resilience, stress management, managing change and leading change.Finally the focus of our support moved to the career transition phase where we worked extensively with employees at all levels to assist individuals in achieving their desired career outcome. This covered redeployment, career workshops, career centre, one on one coaching and a career fair involving many local and national employers. The success of the project was achieved through several key elements:The organisation’s readiness to involve Right Management in confidential discussions early in the planning phase Involvement in the planning by both parties leading to a co-designed solutionEmbedded our consulting resources at the organisation’s site – being able to act as “one of the team” Regular transparent communications allowing for a flexible approach that was adapted as requiredAllowing each party to challenge the status quo.This resulted in an enhanced relationship between Right Management and the organisation. ResultsThe conversion of the site operations from a Refinery to terminal over such as extended period has been lauded within the organisation as one of the best examples of implementing this difficult transition. An employee engagement survey comparison from before the announcement to one during showed that engagement had increased during this period. The company was delighted with these results along with the fact they reported no injuries during this conversion period and productivity levels remained consistent to those pre-announcements. The transition is being used within the organisation as a best practice case study on how to undertake significant change projects of this nature. “The closure of the refinery without significant safety incident, disruption to supply or industrial action was viewed internally and externally as a major success. Right Management played a role in this success by partnering with the Refinery Leadership Team at both the strategic and operational level to help deliver change management activities that maintained and even increased employee engagement during a challenging and difficult situation for both leaders and employees.” HR Manager for Refinery
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Diversified Australian Bank – Career Management and Transition
Long-term employees impacted by restructure were supported with a scalable, turnkey solution that saved time and increased confidence.Client ChallengeWhen 54 key employees were impacted by a significant restructure, this client sought to support individuals’ career planning. Critical considerations included:Enabling long-term employees to make their decision to either apply for internal redeployment or seek external career opportunities.Giving employees the tools and opportunity to understand what they really wanted and needed in their careers moving forward.Enabling significantly tenured employees to engage in an assessment and understanding of their career-related strengths.Providing employees with reusable career tools, knowledge, and resources to help them in ongoing career management.In addition, the client desired a scalable, flexible turnkey solution that could be rolled out quickly and easily, with minimum time investment by HR personnel.SolutionRight Management provided our career management program to all 54 impacted staff. Employees attended a career planning workshop and were afforded one-to-one coaching sessions with a Right Management consultant. Pre-work and assessments were available via the easy-to-use online platform. We also equipped the managers of the impacted staff with career coaching skills. This enabled managers to assist their employees with clarification of career direction and career decisions.ResultsParticipants reported:34% increase in their confidence for having career conversations with their managers based on specific interests, needs, values, and career strengths.28% increase in their confidence for selecting a job based on their specific interests, needs, values, and career strengths.33% increase in their ability to identify the interests that most contribute to their career satisfaction.Of the 54 staff impacted, only those who had clear alignment to available roles applied for internal opportunities. Others left the organisation with a career map that would prove useful in making external career decisions.
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Case Studies
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