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Case Study – Engagement and Retention project
Background A $500 million Australian subsidiary of a US multinational mining company, located in Western Australia, experienced significant employee turnover amongst its geologist ranks. After the commencement of a new General Manager, the voluntary turnover rate reached 50% within 6 weeks of his arrival. Chambers Brook were called in to arrest the loss of key talent, analyse the reasons behind the departures, and make recommendations to prevent future staff turnover. Following the findings of the project it was decided to extend its scope to the entire company. This included both blue and white collar staff, most of who were working in remote locations FIFO shifts. Methodology All employees completed an engagement survey based on the psychological contract. Individual consent was obtained from each individual for the results to be passed to management. Following the analysis, each employee took part in a face-to-face feedback sessions with a consultant. Individual Engagement Reports were then generated and provided to all participants. These reports included the engagement and risk profile of the employee, as well as, in most cases, a number of individual recommendations. Respective line managers received reports for each of their subordinates, including qualitative and quantitative information and recommendations to improve engagement and action plans and accountability for the implementation of the recommendations. An organisation report was presented to the senior executive team which included a number of recommendations. Outcomes The drain of key talent was halted with no new voluntary departures recorded in the first project group. This continued to be the case for six months following the commencement of the project. Within the second project group turnover dropped to 1% over the next six months. Management were better able to focus their time and resources on hiring new talent to fuel the growth of the company, rather than deal with the fallout of continual resignations. Engagement levels for all staff improved. Managers’ understanding of the importance of engagement increased, as did their leadership skills and EQ skills. The HR department progressively implemented the report’s recommendations.
Case Study 2 – OnBoarding of senior executives Background An large organisation in the banking sector had just hired a new CEO to restructure the company. Major changes - both strcutural and cultural - required a second line team with the same vision as the CEO. Following the recruitment of four senior executives, reporting to the CEO, it was clear that the CEO needed to fast track their integration and performance. Methodology Each senior executive embarked on a six month OnBoarding program that included regular engagement assessments and one-to-one feedback discussions on their progress in the first critical months. The CEO received regular updates verbally, and in report form, to guide with the transition. Outcomes The regular reports provided the CEO with a quick summary and more detailed analysis of how each executive was transitioning and performing. Each report acted as a framework for disucssion when the two met and was a guide to the successful development of the individual and the employment relationship between the employee and the company.
Case Study 3 – Organisation Engagement project Background A $850 million Canadian owned multi-national company in the manufacturing and resources sector had acquired an existing competitor in another State. Despite several integration and communication programs that were implemented following the acquisition, the company culture was not in line with the parent company vision and values. In addition, employees were dissatisfied with the environment and were expressing this by either resigning from the company or displaying unsuitable behaviours. Methodology All employees who were new to the company, and a random selection of employees from multiple sites across the country completed the Engagement Survey. This was followed by focus groups and one-to-one feedback sessions with consultants. Manager-employee engagement meetings were facilitated. An organsiation report was presented to management. Outcomes Culture change initiatives were introduced as a result of the analysis of the report outcomes. Managers were provided with individual recommendations to implement for high risk employees, to address their expectations and prevent further departures. Some roles were restructured and some changes took place at the leadership level. Staff turnover decreased and engagement scores increased as a result.
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