More Th>n

A Great Place To Work (GPTW)

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Background

More Th>n had been in a period of immense change, aimed at turning the business around. The performance of the company had been steadily improving, with the share price rising and the focus moving from “fix” to sustainable growth.

However, More Th>n suffered from many of the same issues prevalent in customer contact centres across the UK; high levels of employee attrition, above average absenteeism, problems recruiting the right people and low morale. More Th>n recognised that to achieve their growth ambitions they needed to transform their contact centres into great places to work.

Objectives

  • Increase survey scores
  • Lower levels of attrition and absenteeism
  • Improve employee morale
  • Increase personal ownership & accountability
  • Create a sustainable solution to be maintained by employees

What we did

A different approach was needed, one which had not been created by senior leaders in an ivory tower. Employees needed to volunteer themselves in the changes, and the way to achieve this was via an approach that would lead, involve, and create trusted dialogue, whilst ensuring changes were sustainable.

The programme began with a 2-day mobilisation workshop, which involved 25 representatives who would become “Great Place to Work (GPTW)” site representatives and ambassadors. Over 2 days attendees were involved in designing a programme of activity, which would contribute towards creating a great place to work. The workshop was highly interactive and included an influencing skills training session. The participants felt the workshop process itself was a truly engaging experience and that others within More Th>n should have the opportunity to go through a similar experience. They therefore designed the ongoing programme around a series of face-to-face workshops.

Other activity included:

  • A series of workshops aimed at More Th>n leaders, which were facilitated by the site representatives.
  • Leaders then delivered workshops to their teams
  • Outputs from all of the workshops were collated & fed back to staff
  • A second workshop was then held for all staff, delivered by leaders, communicating the findings from the first workshops
  • Participants were asked to get involved with action planning

The process was not outsourced to HR or Internal Communications but was owned and delivered by leaders themselves, which ensured trusted dialogue was established. Support functions, for the first time, played a genuinely supporting role, behind the scenes partnering with leaders to ensure the workshops were a success. They were not the face of change as had happened previously.

A full communication plan was designed to ensure trusted dialogue was established throughout the programme. This included a dedicated intranet site, local newsletter written by site representatives to update staff on progress, and a DVD to communicate progress and “showcase” the initiatives each centre was undertaking. Centres were also asked to nominate colleagues from their sites as their “face of” GPTW. The winning entries then enjoyed a makeover and photo session in London. Following this their photos were used to relaunch the look and feel of GPTW, and included posters, intranet sites and other materials

To ensure ongoing involvement and sustainability of the programme frontline staff were identified to act as champions. They facilitated local action groups and a 2-day course was delivered to empower them to drive change at their centres. In addition a fun and thought provoking session with leaders challenged them to look at how they recognise people in their teams. During the session, case studies of real employees were looked at to see if they really knew how to hit the right note when saying ‘well done’.

Results

  • 95% rated the workshops as good or very good
  • 100% understanding why the programme was happening
  • 99% understanding the contribution they could make
  • Attrition decreased by 19% within a year of the programme commencing

However, the most compelling evidence for the success of the programme was the sheer volume of activity, which took place at local sites. For the first time, employees were driving changes to make More Th>n a great place to work.

Don’t just take our word for it – here’s what Pete Markey (Head of Marketing, More Th>n) had to say about our work:

Emma is a passionate, committed and highly skilled communications expert. She has bundles of energy and great ideas, and communicates well with and manages well a range of stakeholders at all levels. She works well with matrix partners, like myself, to deliver a quality and impactful result, which has a clear impact on business performance. Emma is an asset to any business and any team.