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| Our clients and project experience |
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The issues around organising and managing people are related more to inter-personal dynamics than sector or industry characteristics. They occur in all organisations. We have worked for clients large and small, in the public and private sectors, in Britain and internationally. Some of the better-known names are: Aon, Eagle Star, Barclays Bank, Cazenove, Schroders, Bank of England, BAT, BT, British Aerospace, Cable & Wireless, Rolls Royce, Carnaud Metalbox, Cisco Systems, Fairey Hydraulics, Inchcape, Inland Revenue, Miller, MoD, National Health Service, ODA, Shell, Tarmac. Human Resource Strategy's consultants bring a wide range of experience and expertise to the organisations we work with. On the following pages are just some examples of projects we have undertaken. |
| Our clients and project experience |
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| Sector: | Petrochemicals |
| Functional Area: | Culture Change |
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| Assessed the changes that would be required in their Business Culture to enable a major regional petrochemical producer to move successfully to becoming a major global player managing overseas operations as well as local. Developed a culture change strategy led by the top team covering leadership behaviour, management processes and practices, organisation relationships, and a different approach to dealing with change. | |
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| Sector: | Emergency Service |
| Functional Area: | Leadership; Management processes |
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| Helped raise the management and leadership capabilities at all levels of management, using assessment centres, personal coaching and team building in natural work groups around current business and operational issues. | |
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| Sector: | Broker |
| Functional Area: | Leadership processes; Coaching |
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| Enabled the partners of a City business to recognise the partner behaviours that were discouraging effective working and holding back the firm. Provided coaching support to individuals and groups who wanted to change. | |
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| Our clients and project experience |
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| Sector: | Retail and distribution |
| Functional Area: | Culture Change; HR Strategy |
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| Developed and implemented a new business culture for an international trading and retail business, together with supporting HR Systems and procedures appropriate to an organisation with 4,000 people from 22 different nationalities. | |
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| Sector: | Aerospace |
| Functional Area: | HR Strategy and processes |
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| Refocused the HR function to support a new business strategy for an aerospace company that demanded a higher degree of involvement and contribution from management and workforce. Developed an HR strategy and processes to reinforce the new behaviour, and a team-building programme to enable the function to work more effectively together. | |
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| Sector: | Central Bank |
| Functional Area: | Finance/Banking |
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| Team building programme to enable the re-organised HR function of a Central Bank to understand better its new role and the changed relationships within the organisation and to provide a more valued service. | |
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| Our clients and project experience |
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| Sector: | Engineering |
| Functional Area: | Engagement of Management |
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| Assisted the Chief Executive to engage the whole of the senior management group (200 people) in a re-think of how the organisation needed to work in order to achieve its goals in a reduced market and changed international environment. Addressed purpose, vision, goals, values and management behaviour in a highly participative manner. Included facilitation of workshops of up to 200 people at one time. | |
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| Sector: | Aerospace |
| Functional Area: | Engagement of the workforce |
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| Designed and supported a process to communicate the new business strategy of a global engineering company to the whole workforce in a way that would stimulate the involvement of everyone in making it happen. Developed a programme of change to deal with the organisational, behavioural and people management issues that arose in bringing it about. | |
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| Our clients and project experience |
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| Sector: | Engineering |
| Functional Area: | Management Style |
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| Developed a management style appropriate to a consortium of three contracting groups who had not worked together before. Also, engaged whole workforce in a 'bottom-up' organisation change process using empowerment techniques to challenge out-dated work practices and management practices in the organisation they had taken over. | |
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| Sector: | Finance/Banking |
| Functional Area: | HR Organisation |
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| Designed and supported a process to decentralise the HR function of a Merchant Bank to the operating divisions, and develop a new relationship between line managers and HR professionals. Developed a process for shaping business-led HR strategies and objectives. | |
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| Our clients and project experience |
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| Sector: | Consumer goods |
| Functional Area: | Leadership and management styles |
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| Designed and undertook a comparative analysis within a global corporation to assess how effectively regional and national companies organised and managed their businesses and what lessons might be drawn for corporate global policy-making. Recommendations involved changes in leadership and management behaviour, delegation and decision-making processes, HR policy and management development. | |
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| Sector: | Insurance |
| Functional Area: | HR Shared Services |
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| Developed and supported a change programme to manage the introduction of an internal HR shared services department in a global insurance broker. Facilitated the change in the roles, responsibilities and working relationships between the functional specialists who remained in the business units and those who were transferred to the new functional shared service department. | |
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