Staff are based across the country, with little access to computers. And somehow HR staff had to effectively deliver bad news (possible redundancies, pay freezes for the foreseeable future) to them.
But the HR department stepped up to the plate. It launched a three-year plan, fully visible to employees, whereby the company's aim of being the lead provider of tyre services to truck fleets would be clearly communicated. The company offered staff the responsibility to become more attuned to customer needs and gave more training to line managers to help this. Crucially, it moved its HR and internal comms departments right into the heart of the business.
The company invited its top 50 managers to a two-day event to 'de-treacle' and tackle bureaucracy head on.
Following this, the company created a 'road to recovery' map, which was a cartoon-style briefing for staff, along with DVDs for them to watch in their free time.
Both types of communication at this stage were designed to be relaxed and informal, with the DVDs including opinion from across the business in telling the story. These were followed by up-to-date DVD communications every quarter.
The company also held a series of roadshows across the UK, talking to 120 employees at each event, and the HR department developed a communication forum for staff to air their concerns - and suggest proposals to benefit the company.
Some 18 months on from the start of the programme, staff understand fully the difficult decisions that have been made in the business, engagement is about 67% and retail sales have increased by 31% - meaning staff in 2011 will receive a pay rise for the first time in three years.
Judges felt the initiative was "engaging, innovative, inclusive and focused". They believed the company thought about its people throughout, working like storytellers, delivering a scheme that was "cheap and yet sophisticated".
Finalists
Chelsea and Westminster Hospital NHS Foundation Trust
Punch Taverns
RS Components
