| The Royal Mail made a public undertaking to create a range of improvements to bring about a return to profit. Amongst these was the restructure of their senior HR team so as to create a new people function known as People & Organisation and Development to be designed around a new strategic model of Business Partner, Experts, Shared Services with the aim of providing an improved level of support to its 200,000 plus employees.
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| How optimising performance during and after a major restructure and redundancy programme saves business millions and dramatically improves customer experience |
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| In 2005 a high street retailer decided to significantly change its operating model within the supply chain.
The new operating model would make significant operating cost and capital cost savings and enable a vastly improved customer experience. As part of this change almost 1000 people would be losing their jobs and the remaining 1700 people would be impacted by significant changes such as redeployment, terms and conditions changes and relocation. The changes would take place over a period of 2 years and during the same period management would be recruiting up to 700 new people in new roles or locations.
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| Optimising people performance within the back office functions of an Insurance company |
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| We were able to save millions in operating costs through the application of the SCS model for change.
It all started in the Claims department of an Insurance company where operating costs were too high and customer service was poor resulting in complaints (which was becoming a cottage industry in itself) and problems in customer retention.
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| The need
Our client had decided to increase the size of its Direct Sales Force and reduce its attrition rate. We were asked to advise the Sales Director and HR Director on how best to achieve these goals. The organisation needed a Recruitment and Retention Strategy.
What we did
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