Case Studies
- Integrating people, information management and technology in a top 3 hotel group
- Supporting post merger integration in a top 3 global market research company
- Supporting restructuring and organisation development in a global information technology company
- Supporting leadership development and change in an independent government agency
- Supporting reward and related HR changes in a major transport authority
- Reviewing people policies and engagement at a voluntary sector organisation
- Designing and implementing a new pay and grading system for a large, central government department
- Reviewing performance management at a UK regulator
- Reviewing performance management at a voluntary sector organisation
- Supporting the restructure of a corporate finance function
- Providing HR Support for a business process re-engineering project at a property services company
- Providing a programme of coaching for senior managers
- Supporting the development of a graduate development programme in a UK Regulator
- Reviewing the group incentive schemes of a recently merged FTSE 250 IT firm
- Designing and implementing performance measurement in a Global Technology Product Company
Integrating people, information management and technology in a top 3 hotel group
Project
This global hotel group is investing for growth with major expansion plans in Asia Pacific and EMEAs, on the back of an established leading position in the Americas.
With a technology partner, we undertook a global study/project on the way people policies and information management could be integrated and enabled by technology, in order to improve business performance and support growth plans.
Our role
We worked with the executive team to establish the scope and opportunities for quantifiable business improvement coming from the project’s aims.
We then undertook interviews and workshops to assess the current state, opportunities and gap analysis.
We did this in representative locations in the three main regions - Americas, EMEA and Asia Pacific.
We also undertook benchmarking on organisation, structure, process and policy issues to validate findings and to quantify potential board benefits.
We undertook cross benefit analysis to enable the final presentation to the executive team on the findings and proposed implementation plans.
Outcome
The project unearthed significant challenges for the group in balancing investment opportunity and return.
Nevertheless, significant efficiency savings were identified alongside initiatives to improve global integration and performance.
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Supporting post merger integration in a top 3 global market research company
Project
We have supported this client with several projects related to the impact of a major acquisition which created a top three global market research company.
Projects have included the role and function of HR, resourcing for change and international post merger work on compensation and benefits.
Our role
We have undertaken two assignments related to the assessment of capability required at group HR level for this fast going company.
Our advice has covered the likely HR resource for a company of this size and style and recommendations on roles and capabilities required.
In advising on this work we have undertaken benchmarking on key aspects of HR capability support recommendations.
We also supported in the US, the post merger integration of compensation and benefits programmes including the re-provisioning of benefit programmes.
Outcome
Our relationship and the project work is ongoing but deliverables include a redesigned group HR function.
In the US, significant savings and effectiveness was achieved through the post merger integration of compensation and benefits programmes.
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Supporting restructuring and organisation development in a global information technology company
Project
This medium sized technology company has been reconstructed following the disposal of a major business arm and the focus of its business on information systems and management support to the technology sector.
Our consulting work over a number of years has covered capability analysis, restructuring, resourcing, leadership development, compensation and benefits & performance management as well as HR effectiveness - all on a global scale.
Our role
We worked with the management board to help define the forward strategy for the business, following a major disposal of one part of the business - in undertaking this work, over a period of time, we organised and ran periodic events in different global locations to engage business leaders in a significant change programme - an initial major intervention was the reconfiguration of global roles and structures to enable the focus of top talent on key business imperatives.
We supported the top team and next tier in a leadership development programme - built from a thorough capability assessment flowing from the redefined strategy.
We supported the refreshment of top talent and the prioritising of activities to reshape the top team and focuses on the new business strategy.
We supported the design of the revised compensation and benefits plans, including top team incentives.
We worked on the definition of HR capability required and helped support the investment in strategic HR capability inside the company and the outsourcing of other HR support services.
A particular feature of the work with this client has been balancing the interests of the management team and the shareholders in delivering both business recovery and business improvement programme.
Outcome
Our work with this client has supported them through the turbulent - post 2001 - years for this highly competitive sector.
Our workers ensured the continuance of the company and the preparation for the realisation of its value for shareholders and employees through a trade sale.
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Supporting leadership development and change in an independent government agency
Project
We are an approved provider to this government agency under a framework contract and have undertaken a range of projects to support what is a fundamental change programme under way for this organisation.
Our role
Our initial work focused on analysing capabilities required to deliver a significant shift in the way work is being undertaken across the organisation.
This involved looking at a redistribution of accountabilities between headquarters, regional operating units and soon to be created service centres.
Through a process of capability assessment and allocation of accountabilities we helped redefine the structures and resourcing models for the organisation across its main functions - ongoing is refining the long term resourcing model for a change programme that will be implemented over the next 3-5 years.
We have also undertaken executive team development to support the organisation through top team changes and a refocusing of strategic effort at this level - we are currently working on projects to refocus HR policy and practice in the support of the change programme.
One example of this is the development of a redefined performance management policy and practice.
Outcome
Work is ongoing, but we are already seeing a refocus of energy and effort to the new strategic challenges facing this organisation.
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Supporting reward and related HR changes in a major transport authority
Project
Our initial work with this client was to develop an overarching reward strategy and changes in reward policy and practice for the top 700 positions.
We have also supported the client through a major HR transformation programme and other project work.
We have provided this support through a competitively won framework agreement.
Our role
Our initial work was to help define an overarching reward strategy to support the integration of a number of previously separate transport bodies into a new single transport authority - we helped design the underlying performance requirements supported by a business balanced score card and the restructuring of the reward system supported by market assessments and the design and development of a new job sizing instrument.
Significant management engagement was required to redefine the purpose and intent of these interventions and to ensure they were aligned with wider organisational change.
We also supported the separation of accountabilities between group, business and service centre roles in the delivery of reward and wider HR services.
We undertook a significant amount of employee and manager research to underpin our recommendations.
We have, year on year, reassessed the market competitiveness of the senior pay structures to inform their gradual implementation.
We are currently working on the definition of reward changes down through the rest of the organisation.
We are also working on projects to redefine capability and reward arrangements in certain operational areas of the business.
We have also supported significant recruitment campaigns to meet new capability requirements.
Outcome
Our work with this client is ongoing, through a period of significant change and performance improvement.
Whilst many of the interventions are technical in design they are part of a significant cultural and performance improvement shift going on throughout the organisation.
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Reviewing people policies and engagement at a voluntary sector organisation
Project
We were asked by this fast-expanding charity to review their complete portfolio of HR processes and documentation to ensure they were fit for purpose.
Our role
We met with a cross section of senior managers and staff to create a picture of the current people policies and how well they were working.
We also conducted an audit of HR processes and files.
Through this initial work, it emerged that a number of basic changes were needed to the formal HR policies and processes.
However we also discovered that the organisation had a more fundamental people issue - a group of key workers, a mixture of the permanent, fixed-term and self-employed, were not fully engaged and committed to the organisation's goals.
We therefore worked with the Chief Executive and HR Manager to focus upon this group and to create a framework of policies and practices for staff engagement and an employment ‘deal’ in the widest sense. This is now harnessing the staff’s enthusiasm and commitment to the long-term development and success of the organisation.
Outcome
The new framework has been successfully introduced.
We look forward to reviewing the impact of these two important changes over the year ahead.
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Designing and implementing a new pay and grading system for a large, central government department
Project
This department has recently doubled in size, operates over 43 separate sets of terms and conditions and has widely differing internal cultures.
As part of a joint consultancy team we were asked to review the whole range of reward and grading structures and to design a common set of terms and conditions for the department.
Our role
We reviewed all existing pay agreements within the different entities of the Department, in order to provide detailed costings and cost modeling for future pay options.
We undertook executive board, management and employee engagementto determine the strategy, design and testing of systems, processes and governance arrangements.
We conducted external market research to determine pay practice and levels in comparable organisations.
We developed different cost models to inform Board discussions.
We provided information on best practice in other organisations - both public and private sector.
We also provided behind-the-scenes support to the HR team in Union and HM Treasury negotiations.
We ensured the new structure and terms and conditions fit with and provide sufficient flexibility for the future direction of the department and the high degree of change anticipated.
Outcome
The project is on-going, but deliverables to date include Board agreement to a market-based pay and grading structure that is expected to deliver £20m savings in 4 years, as well as ongoing performance improvement and culture change.
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Reviewing performance management at a UK regulator
Project
To assess the continued congruency of an electronic performance management system with the organisation’s values and business goals
Respond to feedback from staff that it could be improved and made more user friendly
Our role
We worked closely with an HR Business Partner to review all aspects of the system and make recommendations for change
We sought feedback from stakeholders and staff on the user friendliness of the electronic platform
We analysed and audited of the functionality of the system and production of management information
Exploring staff feedback and criticisms of the system related to objective setting, completing the documentation, gathering feedback on performance, links to reward and individual development planning
Outcome
The project team concluded that there was very little wrong with the system but that it could be simplified in order to reduce annoyances and irritations. We prioritised the changes using a simple analysis of ease of implementation versus impact. All the changes were made prior to a major migration onto a new fully integrated HR information
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Reviewing performance management at a voluntary sector organisation
Project
This not for profit organisation has a comprehensive and sophisticated performance management system in place featuring objectives, competencies and a link to pay
The organisation has changed significantly both in terms of its business direction and the senior leadership team and so we were asked to review the system to test its continued appropriateness
Our role
We conducted desk-based analysis of performance management materials, examples of objectives and the spread of ratings
We interviewed members of the senior team to hear their views and ideas about the system and how it might be improved
We worked with staff through focus groups to understand their likes and dislikes
We provided information on best practice
We set out ‘what if’ scenarios, assessing the pros and cons
We reported back on what works well and what works less well, setting out options for change and amendments to the system
Outcome
This project is on-going. However, we anticipate that there will be a number of changes to simplify and streamline the system.
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Supporting the restructure of a corporate finance function
Project
We were asked to provide HR project management support to implement a major restructuring programme within a large corporate finance function. There was no in-house HR support available to support the change process.
Our role
We provided at short notice a highly competent interim HR manager with extensive expertise in change management projects in the same sector.
The interim manager took day to day control and co-ordinated a high risk process which involved all employees having to apply for new roles within the new structure.
Her work involved detailed planning, the production of clear job profiles, the development of a communication and consultation programme in a unionised environment and the design and implementation of a selection process that took careful account of employee preferences.
QCG were also able to support and supplement this interim resource on a number of occasions during the 9 month project from within QCG’s permanent resource.
Outcome
A complex restructuring was achieved to the planned timetable with minimal disruption to business as usual.
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Providing HR Support for a business process re-engineering project at a property services company
Project
A property services company had been neglected for a number of years. New management had been recruited and were implementing new business processes and technology. QCG were invited to support the project from a “people” perspective.
Our role
We worked closely with the Business Process Reengineering and IT consultants to determine the organisation’s structure and roles that would best support the new strategy and processes.
Among other things, we helped develop detailed role profiles and key performance indicators for every role in the organisation.
We then helped the organisation manage the change process in a traditional unionised environment, where redundancies were a possible outcome.
Outcome
Through detailed planning and consultation, the change process was achieved on time against tight time constraints. This included some redundancies.
A major change to organisation, process and systems was implemented on schedule.
We continue to be involved with this client helping them to improve both their ongoing organisational effectiveness as well as their HR processes.
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Providing a programme of coaching for senior managers
Project
This global, Japanese owned company competes in a fast moving, high energy sector and faces constant change.
Following a shuffle of the top European/EMEA roles, three UK based senior managers have found themselves in new and challenging roles.
Our remit from the programme’s sponsor was to conduct a practical and business results focused coaching programme with three members of the UK senior team whose roles have recently changed.
Our role
We customised and distributed our 360° feedback tool for the programme, using it to gather information from colleagues, team members and managers on the style, strengths and development needs of the three programme participants.
We administered and analysed psychometric tests (MBTI and the Hogan Development Inventory in this instance) before the coaching sessions started, to provide a sound analytical basis for the 1:1 sessions.
We conducted an introductory session to check the match between the coach and the programme participants and to agree the individual coaching contracts.
We then delivered a number of coaching sessions for individuals.
Outcome
The coaching programme is ongoing and as yet the outcomes are not established. However, we expect the individuals to be able to grow their new roles with greater confidence and become more influential in the organisation
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Supporting the development of a graduate development programme in a UK Regulator
Project
One of the smaller UK regulators asked us to help them increase their graduate retention levels and compete more successfully for the right people.
We were asked to consider external practise and develop for the client a specific programme to address the issues.
Our role
We assessed how best to attract, select, make offers to, develop and measure the right candidates
We provided advice on how to articulate the employer brand, candidate profile and the components of the deal or psychological contract.
We then set out what a fast track programme might look like including assignments, ‘tough’ projects, learning from other people, secondments, participating in events and a closely managed performance management process.
Outcome
The programme was initiated during 2006 and the first intake of fast track candidates are in their first year. The initial attraction and selection process was considered to be extremely successful and the process will be re-run next year.
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Reviewing the group incentive schemes of a recently merged FTSE 250 IT firm
Project
As part of a global project on reward schemes, to review the group sales incentive schemes in place and provide recommendations for the redesign of those schemes.
Our role
We reviewed the multiple sales incentive schemes in the different countries.
We conducted a competitive analysis to check the incentive levels and practices against best practice.
We worked with the sales teams in the different countries to develop a set of design guiding principles used as a core framework for the schemes.
We used core principles to create country-specific sales incentive schemes.
We modelled the designs to test the impact of the new plans in terms of overall and individual payout levels.
We developed policy documents and a communication and implementation plan.
We assisted with the implementation through a set of manager guidelines.
Outcome
The sales incentive schemes were aligned better with the business strategy through aligning them with the most profitable products.
The incentive schemes are now more cohesive across the group, whilst maintaining local differences needed to reflect the markets in the different countries.
The company now has sales incentive schemes that act as more of an incentive for high performance (with the removal of caps and large payouts for below target performance).
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Designing and implementing performance measurement in a Global Technology Product Company
Project
This medium sized technology company has been reconstructed following the disposal of a major business arm and the focus of its business on information systems and management support to the technology sector.Our consulting work over a number of years has covered capability analysis, restructuring, resourcing, leadership development, compensation and benefits and performance management as well as HR effectiveness - all on a global scale.
Our role
We worked with the management board to help define the forward strategy for the business, following a major disposal of one part of the business -in undertaking this work, over a period of time, we organised and ran periodic events in different global locations to engage business leaders in a significant change programme -an initial major intervention was the reconfiguration of global roles and structures to enable the focus of top talent on key business imperatives.
We supported the top team and next tier in a leadership development programme -built from a thorough capability assessment flowing from the redefined strategy.
We supported the refreshment of top talent and the prioritising of activities to reshape the top team and focus on the new business strategy.
We supported the design of the revised compensation and benefitsplans, including top team incentives.We worked on the definition of HR capability required and helpedsupport the investment in strategic HR capability inside the company and the outsourcing of other HR support services.
A particular feature of the work with this client has been balancing the interests of the management team and the shareholders in delivering both business recovery and business improvement programmes.
Outcome
Our work with this client has supported them through the turbulent - post 2001 - years for this highly competitive sector.
Our workers ensured the continuance of the company and the preparation for the realisation of its value for shareholders and employees through a trade sale.
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