People power awards unveiled
23/09/2003
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The award, launched in 1995, will be presented to the winner on October 22, and the list of nominees range from successful change programs to the introduction of flexible working arrangements and includes those from industry and the public sector.
The shortlisted firms are as follows:
- in 2000 the company made the decision to move production of the Mini from Birmingham to Oxford resulting in a major overhaul of their workforce.
To assist BMW implemented a cultural change program focussing on working in groups to foster teamwork and good morale and as a result, in both 2001 and 2002, the plant achieved its challenging quality and productivity targets.
- when the company announced it was reducing the number of manufacturing plants from 28 to eight worldwide, its East Kilbride silicon chip manufacturing facility need to respond to ensure its own future.
As a result the company gave its total commitment to an innovative, integrated HR business strategy which complemented the local culture at both global and regional levels including organsiational development and employee involvement.
- the company had to win the hearts and minds of staff who transferred from BT, where the average length of service was 21 years, so actively involved them in the design of a new inclusive long term incentive scheme.
Following the program staff surveys have shown 96 per cent of staff know how their work contributes to the success of the company, 86 per cent feel motivated to do their job, while 80 per cent are proud to be working for their new bosses.
- under threat from lower wage companies, engine component manufacturer INA Bearing established a three-year cultural change program to raise skill levels and attract higher tech products through continuous improvement and lifelong learning.
Subsequently employees have participated in NVQs at all levels and although only two years into the programs, the organisation is already benefiting from the results in terms of world class quality performance, increased productivity and lower staff turnover.
- GTBB found themselves with an acute shortage of suitable and skilled staff when they were faced with the challenge upgrading the West Coats Main Line and railway. To overcome these difficulties introduced training programs including sending unskilled operatives to Germany to train on new state of the art equipment.
Training programs were also developed for managers and supervisors covering issues such as managing performance, discipline and grievances with a 'HR challenge' trophy also introduced to encourage inter-departmental competition.
- Norwich Community Hospital worked with Ashbridge, when it found itself taking on 40 per cent more patients while having to reduce the length of their stay.
To transfer skill and knowledge throughout the hospital and other associated agencies such as Social Services, a core team of staff were developed to enable learning and help address work flow problems and the program also promoted a new style of leadership.
For more information go to www.cipd.co.uk/nationalconference
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