Alan Long Executive Director Mears Group

Transcription

1 Alan Long Executive Director Mears Group

2 Mears Group- A few facts 17,000 staff Housing Repairs, Maintenance, Management and new build across 1 million+ properties Includes an RSL with an Independent Board Personal Care and Continuing Healthcare to over 30,000 people FM to hundreds of Public Buildings

3 2011 Business challenges Growth in organisation size and shape diluting our core Inconsistent performance Employee feedback causing concern in some areas Managers who see themselves as operators not leaders Inconsistent and unfocussed training and development

4 2011 An Unclear Picture No understanding of what culture we want but just a feeling that it used to be better Operators believing need is to focus on operational practice and that culture will take care of itself We all agreed we wanted to still be a Locally led business with the support of a national structure but no real agreement on what this meant

5 Getting things started Formed a Group of Top managers who wanted change Had no real burning platform for change but some early warning signals Looked at other organisations first

6 Group First thoughts To get happy customers we need happy staff We don t really know/agree on what good looks like We have to be simple and clear in our approach We need to give people the opportunity to clear out their rubbish before we do anything else There will be loads of sceptics around whatever we do We don t want a big Corporate style change program Participation will be encouraged but not forced Other things will happen that will distract but lets just get on with it Customers will never love a company until the employees love it first

7 Clearing out the rubbish Employees Said Employee Experience As One Team We Improved Empowere d Employees Did

8 The Red Thread was born We wanted to understand what makes a great branch So we asked staff and customers They defined the key components of what good looks like This list was then sense tested against branch performance data on service, compliance, client relationship and employee satisfaction Created the Say what you See Mears culture evaluation tool Created a Company Spirit Vision to unite around

9 Say what you see survey Simple questions in 6 categories that an Operative, a Care worker or a Company Director can rate an individual branch or team against All staff and branch visitors complete survey Branches rated as Hot, Warm or Cool based on results Becomes a catalyst for recognition and improvement

10 2 of the 6 Categories Criteria What you would see Cool War m Looks and Feels Like a Mears Branch You are welcomed with a smile. It looks clean and tidy - There is a place for everything and everything is in its place (even though there is lots going on). You recognise things like projects and initiatives that are happening across the business. People are wearing the Mears uniform with pride. Everyone is helpful and friendly. Both inside and outside ie yard, signage, vehicles, stores. There should be no distinction between ops v office in relation to standards. RED HOT! Excellent at communications Everyone talks to each other and talks to you! People know what s going on in the branch and what s going on in the wider business. People are enthusiastic about what s going on and how ideas are championed. You can see things on the notice boards and walls that help you get a feel for what s important and what s going on. People respect each other and each other s opinions. Client s communication should be equally important, you should know who we are working with and staff should know the clients and their structure

11 The Group united around a view of the Mears Company Spirit When we are at our best we.. ROOTS Trust people to make a difference Freedom to have ideas and fail but learn Make our relationships matter Vision Make lives better PASSION Help people to help themselves

12 We did not want a Corporate program but we did need to give people better tools to use Area addressed Communication Training and Development Reward and recognition Customer focus Leadership Branch improvement tool kit Support tools Cascade process Daily and Monthly Mears Matters Monday Call 25 year Roadshow Mix n Mingles Training modules for different levels from Supervisor upwards Reworked Performance management tools Red Thread Hot Status recognition Smile Awards Long Service Awards SAYE Family Fun Days Mears Advantage and Mears Assist Customer Service Excellence Accreditation Future Leaders development program Culture change tool kit Branch guidelines

13 Red Thread Performance Management It s not just what you do, its how you do it that really counts! MEARS 5 Behaviours that make Mears People Great at what we do! Motivational and is able to motivate and inspire others to succeed. Empowers colleagues and creates an environment of Trust. Ability to put the customer first. Role Models, respects and leads by example. Standards, sets, maintains and monitors high standards. Measurable sub categories Embedded into Job Descriptions Embedded into performance Reviews Top Down

14 The Mears Red Thread Road show UK tour 29th May- 9th August 2013

15 10 th July 2013 Neath Neath s Red Thread Roadshow was sizzling with temperatures hitting nearly 30 degrees! Luckily, ice cold drinks and a paddling pool were on hand to cool everyone down! The whole team, staff members at client NPT Homes and staff from the local Care branch came along to celebrate the event. Attendees had baked Welsh cakes at home to bring in to be judged by CSE Accreditor Nicola in the Great Welsh Bake Off and later in the day staff brought in their children to see where mummy or daddy worked. Staff members even joined in with pass the parcel with the visiting children. A BBQ lunch was provided for all and an Ipad Mini was raffled to raise money for a local charity. To finish off the event, a football tournament was held at the Ospreys training ground despite the soaring temperatures!

16 Red Thread United Welsh Operations & Customer Care working together to get results. Immediate Outcome Medium Term Objective Long Term Objective One Team 96% of incoming colleagues took part in the Service Excellence Induction before the contract went live Remaining 4% were inducted within 2 weeks of contract commencement. Team in branch trained to deliver the sessions independently. Rolling programme linked to induction is established to account for employee churn, long term sick, maternity leave. Colleague engagement will be monitored and a target of 85% of colleagues citing that they feel actively engaged by the business has been set. Year on year progress will be measured by an annual employee survey conducted by the Customer Experience and Performance Manager Delivering Excellence Year Average days for completion on routine jobs Year Average days for completion on urgent jobs 08/ / / / Current / / / / Current 0.62

17 Where are we now Customer Service at all time high. Accredited in 2013 and 2014 for Customer Service Excellence Successful integration of significant acquisitions in 2013 for housing and care side of the business Only a handful of Cool branches Red Thread Group of Middle Managers now doing most of the work Red Thread is part of Mears language despite the low key approach taken But There are still sceptics (just less of them!) Improving leadership and communication take the longest and we still have much to do

18 Alan Long Executive Director Mears Group