Organisational Development

Working with people and organisations to enable them to achieve their potential together

Focus on behavioural and HR implications of strategic change

Working with clients to design, implement and evaluate changes in how they communicate with, develop, manage and assess their people 

• Strategic aim: to increase frontline staff involvement.  Involved in roll out of TQM learning events.  Developed a questionnaire and measured levels of involvement at six monthly intervals (over 1000 units involved).

• Strategic aim: to change management behaviour in line with a changing culture.  Led team involved in development of open learning materials and workshops to support the leadership charter.

• Strategic aim: to introduce Total Productive Maintenance (TPM), thereby improving flexibility of operational staff.  Developed and introduced assessment to measure capability against key criteria.

• Strategic aim: to improve the effectiveness of delivery offices in 3 key areas - operational, customer, and employee.  Developed an internal audit system, trained staff to operate the programme

• Strategic aim: to introduce change agents into the IT business of the Post Office.  Worked with the Director to define the HR strategy.  I was then responsible for the recruitment and assessment of 8 change agents, then developed a 7-week training programme, which was evaluated to Kirkpatrick level 4.

• Strategic aim: to deploy the Business Excellence model to measure and improve business performance.  Led a team involved in training Directors in the business excellence approach and ran a programme to measure current performance against the nine areas of the model (through five day on site visits and follow up written and verbal feedback).

• Strategic aim: to deploy the Business Excellence model at a unit level thereby increasing involvement from frontline staff in areas of key business performance. Developed a sub unit self-assessment process for all operational units within Royal Mail.  They said it couldn’t be done, but it was successfully launched.  Led a team who acted as supporters to the process, then trained frontline staff to take on this role. Ensured effective deployment through a network of champions.

• Strategic aim: to understand employee views about Subscriptions Services Limited (SSL). Developed a survey based on focus group involvement (to identify the key areas to address) and ensured turnaround within 21 days.

• Strategic aim: to move to a process based approach to managing the business.  Involved in identifying key processes and Business Process Improvement.

   

  Total Quality Management

   

  Supporting quality improvement projects, process mapping, business process improvement; facilitating effective meetings; attitude survey design and deployment; evaluation and measurement. Use of behavioural analysis techniques.

   

  Developed a training programme to deploy the EFQM model of excellence throughout Royal Mail; assessed the effectiveness of introducing Total Productive Maintenance; developed an audit process to measure the effectiveness of operational units in 3 areas - customer, operational, employee.  For 3 years was an active member of British Quality Foundation technical group and made a major contribution to the development of their paid for self assessment  - Aspire

   

  Experience of working with quality assurance systems.  I developed internal assessment systems (within Royal Mail) very similar to ISO9001/2.   The biggest being to measure the effectiveness of Delivery Units against 3 areas - customer, operational and employee.   I have ensured that they measure what they set out to measure and are capable of being followed.  I have assessed numerous business units, producing feedback reports and also helping people to identify and take action in their areas of development.

   

  My experience in continuous improvement, quality and benchmarking is extensive. I led a team where we worked with internal customers to enable them to meet specific business goals (details on specific projects are attached).  I have monitored data in the form of performance indicators.  Researching best value reviews is similar to benchmarking work I have undertaken.  I am used to analysing complex data, for example the Business Excellence submissions prior to an on site review.

   

  I have promoted ideas for change through the deployment of the business excellence model, introducing Unit Excellence and setting up my own business unit. I am able to effortless move from being an ideas generator to an implementer.  I took an idea of a sub unit self assessment and made it happen with Unit Excellence.  This involved talking with stakeholders, development and trialling and moving into deployment via a network.  I am tenacious in ensuring a task is completed to the highest possible standard, within set deadlines and achieved through and with others.