A new management team was put in place and Irene Stark came on board as HR director. The board had a clear picture of what the organisation needed to look and feel like, including the need for the right people in post with the capability to drive the business forward.
Stark was tasked with leading the board in creating a three-year strategy built on the vision of being the leading provider of tyre services for large truck fleets and improving the retail offer. Her response was to deliver a clear HR strategy securing employee support based on good understanding of the strategy, a clear impression of sound leadership and a company in control of its destiny. The single goal? To achieve profitability through the provision of first-class products and services.
The strategy had to be clearly communicated by the HR team and employees needed to be included in the dialogue and given the opportunity to contribute.
There were some major challenges to overcome, however. The company employed some 3,000 people in 380 locations, many with limited computer access who were unused to receiving written information. While strong on practical skills, many lacked literacy skills. Due to the company's history of poor performance, many line managers were focused solely on delivery at the expense of motivation, and in some cases were perceived as being bullish and 'parental'.
The HR team designed and implemented a flexible approach to support line managers to coach and develop their people. By influencing the agenda and contributing to leadership team meetings, it was able to enhance HR's profile and status at a senior level. By introducing a targeted programme for the company's top 50 employees and developing a talent pipeline in support of the model, HR gained buy-in from the next level of senior members.
HR advisors became 'behavioural champions', working closely with staff to challenge behaviors and change practices. They worked closely with operational directors and area operations managers to embed best practice, enabling centre operations managers to ultimately take ownership of development. Cartoon roadmaps kept employees up to date with progress and highlighted the next set of challenges.
The company's employee engagement survey shows improvements in all areas, including a greater understanding of big-picture questions and greater ownership. In a tough sector, engagement has rise to 67% in some areas. Retail sales are up 31%, maintenance and repair sales up 50% and B2B sales 2% above target.
For the first time in three years, colleagues received a pay rise this year and the company recorded an £11 million improvement in financial performance.
Says managing director Ian Stuart: "We gave HR a challenge many would regard as mission impossible. They swallowed hard when it dawned on them what we wanted. What they have achieved has earned the respect, admiration and gratitude of the board."
The judges were likewise impressed with the transformation of the business. In a tough environment, the HR team made it real for employees, increasing productivity and developing the HR team itself in the process.
Finalists
Centrica
McDonald's
Mercedes-Benz UK
The Savoy
