Amey then set itself the task of increasing its revenues by 7.2% between 2010 and 2014 - and, in order to do this, realised its staff had to be ready to perform more efficiently and effectively.
After carrying out employee research with a sample of staff, the company concluded: processes could be reduced to save time and money; overheads were not proportionate; and, with up 11 levels of management between the CEO and the front line, it had too many managers.
To bring in the changes the company needed as part of its strategy, the first step was to engage staff with the need for change. Using its employee engagement programme, Amey asked staff if they felt the company was as effective and efficient as it should be. Staff answered the call for change and their suggestions were used to compile action plans.
Amey launched staff training on how to make their working practices leaner; managers were briefed in order to cascade change communications down to their reports. The company also launched a collection of DVD communications with messages from group HR director Valerie Hughes D'Aeth and chief executive Mel Ewell and these were put on the staff website. The communications were effective, with staff hits online increasing from 4,000 to 11,000 the month the comms were launched.
Amey also appointed 'change champions' across its business to lead their colleagues through the change process and an EAP was implemented to lend an ear to staff confused by the upheaval in the company.
Only seven months on and the company has changed for the better: HR costs have been cut by 20% per employee through changes to the department's own systems, while management approval levels have now reduced from 11 to four.
The decision to involve staff feedback in changes has also proved a success for Amey, with one employee saving £2,500 every year by having a cheaper soap in washrooms and another devising a way to recycle tar onsite - saving a massive £1.3 million.
In total, the company has saved £20 million and while such deep change can disillusion and disengage employees, Amey's staff satisfaction has jumped from 56% to 68% - not least because of the employer's exhaustive training, communication and management development.
Judges of the category noted Amey had faced the challenge head on and were impressed with its decision to launch a "proper business-driven programme" to tackle it. The panel agreed the initiative was "practical and down to earth" and felt the scheme had come to life through the winning entry.
Finalists
Access UK
Arts Council England
Bassetlaw District Council
Chelmsford Borough Council
William Hill
