case studies

A Case Study on an Assessment Centre

The Challenge

AstraZeneca Pharmaceuticals are the second largest pharmaceutical company in the UK. Key to their success is the development and retention of their best people. Following a major re-organisation the company identified a need to further support their sales managers through the appointment of a field coach for each of the UK sales teams.This was seen as an important developmental role where the field coach would directly support the sales manager through the ongoing development of individual team members.

All the field coaches had to be appointed from within the companies existing sales personnel as this role was a part-time position split 40/60 with the coach retaining direct responsibility for sales on their territory.

Solution

At PDS we see an assessment centre as a great development opportunity for all candidates, whether successful or not! Our design is such that all information gathered can be used not only to make decisions but to provide ongoing development for the individuals and the business. So working with AstraZeneca’s training department we designed an assessment centre which would target the available resources and reliably predict the candidates most capable of performing the coaching role and additionally support their personal development within the role.

We identified and agreed the four key competencies needed to be a successful coach within AZ and the level of skill required to perform the role. The assessment centre was then designed to measure these four capabilities. In addition, as all applicants were existing employees, we had access to a significant amount of background information i.e. past performance, recent appraisal’s, personal development plans etc. which would also be used as part of the overall assessment.

Candidates were eligible to apply for a position if they received the written support of their direct line manager as well as demonstrating a minimum of two years proven sales success.There were 200 applications for 80 positions!

To streamline the initial selection process each applicant was sent an Emotional Intelligence questionnaire to complete. A 30 minute phone interview was also conducted with each candidate, by an assessor. On review, the candidate base was reduced to 120.

Over a six week period we ran 12 assessment centres throughout the UK. Before the centres began all assessors (6 each from PDS and AZ) attended a two day standardising training course to ensure consistency and validity of ratings. The candidates were assessed using four different exercises, each of which lasted 45 minutes.The assessors worked in PDS/AZ pairings to conduct the exercises.

Outcome

At each centre PDS support staff nurtured candidates through the process ensuring a relaxed and comfortable atmosphere. Candidates fed back that they felt encouraged to perform to their best throughout the centre. In summary 63 candidates were identified who demonstrated the predefined skill levels and competencies and were appointed as field coaches. A further 8 individuals were borderline appointments and so were placed on a six month probationary period during which time they were regularly supported through their development plans.The unsuccessful candidates were given both written and verbal detailed feedback by an assessor. They were also provided with a full written report on their performance in the assessment centre. Further additional support was provided by their line manager.

Back to Top

A Case Study on Development Centre for graduates

The Challenge

Nestle UK is a world-renowned company steeped in history and with an envious track record of developing its people. As part of the companies graduate development programme, 18 individuals were identified for fast tracking.These graduates were placed on an intensive two year development programme, the aim of which was to give them the greatest possible experience and exposure to all the key aspects and functions of the business.

In year two of the programme, it was planned that the graduates would have the opportunity to gain a greater self awareness of their performance against the Nestle management competencies, namely leadership, teamwork, influencing, planning & organisation and business awareness.

People Development Specialists were delighted to be chosen by Nestle to design the framework which would facilitate this process.

Solution

Key to the design was that it had to be challenging, stretching, intensive and break through comfort zones. So we designed a five day residential development programme based at an outdoor centre.

The programme was designed to be multi-layered (to reflect real life at Nestle) with participants moving between a Project team and a Task Team.

The project involved writing and performing a 30 minute play themed “The importance of Personal Development Planning”Their audience were 30 sixth formers at a school for performing arts!

The tasks were a mixture of outdoor and indoor exercises designed to facilitate the experiential learning required and woven together with relevant classroom theoretical input and one to one coaching sessions each day. The framework was built around self-assessment, peer review and observer feedback. Competency levels for each of the graduates (against the selected management competencies) were established, and over the course of the five days each individual actively developed these competencies and took away a framework to sustain this development via mentored personal development plans back at work.

Outcome

Positive feedback (98.5% success) of the week event was received through the evaluation forms. In addition line managers reported that 16/18 of the graduates were implementing their action plans three months after the event.

It was also observed that delegates were showing a lasting change of behaviour as a result of the programme at the follow up and from positive feedback.

Back to Top

A Case Study on Teamwork

Actual Teams – to diagnose, plan and action their development

The Challenge

Allied Mills is part of Associated British Foods Plc, and forms part of the milling and baking division. Flour mills situated in Tilbury, Manchester and Belfast supply the group bakeries throughout the country, supporting household bread brands such as Kingsmill and Sunblest. As part of a wider push on Management and Personal development the new Managing Director asked us to design a program for the board of directors which would build on their team work skills and also focus on collective and collaborative decision making.

The training had to be challenging, thought provoking - highlighting best practice - and most importantly, it had to lead to real learning and development.

Solution

Our consultants spent time with each Director observing them in their role. Alongside this we also designed a questionnaire for the directors to complete. The questionnaire asked each director to conduct a SWAT analysis from their position on team work skills and decision making.

From both the observations made and the feedback gained from the questionnaire we were able to design a hard hitting, stretching and fun programme. As the Directors were practical hands on people we designed the program to reflect this and used a mixture of outdoor exercises, business simulations and classroom input sessions to focus on team skills, situational leadership, decision-making and using their individual strengths more cohesively. The training was delivered over three days.

Outcome

At times it was intense and hard, but real insights emerged and clarity for progress was enabled. The directors thoroughly enjoyed the training program and felt that they had gelled and created a stronger bond as a team.They were particularly pleased with their work on decision-making and felt real progress had been made. They also commented that the program has enabled them to have greater insight and more awareness both of each other and their teams. It doesn’t always happen but this particular event ended in a spontaneous water fight!

Back to Top

A Case Study on Teamwork

Improving teamwork strategically across the Business

The Challenge

Based in Newbury, Berkshire, Bayer Diagnostic Systems (part of Bayer AG) are a large blue chip manufacturer and distributor of medical diagnostic equipment. Employing in excess of 200 staff at their Newbury offices the company puts a very high value on training and development of all their people. A key outcome from the annual staff satisfaction survey revealed that the employees wanted more opportunities to get to know colleagues from outside their own departments.They felt that this would help them work more effectively with other teams and their departments and provide much improved service. There was some feeling that each department was working in isolation to the others and “just looking out for it’s own”.

Solution

People Development Specialists were invited to develop and facilitate a program which would address these needs. We designed a series of 5, one and a half day workshops in mixed teams of 40 participants pre-allocated to ensure a x-functional mix.

The workshops were designed to with the following outcomes in mind:

• To facilitate greater cross-functional working through improving communication and the service between
  departments.
• To increase awareness of each department and each individual’s role.
• To identify how the company works effectively and ineffectively in cross functional teams.

We put together a program which consisted of a variety of activities that would appeal to all employees, and encompassing a mix of creative, intellectual, activity-based, collaborative and competitive elements.

Outcome

Everyone participated, from the MD to the receptionists and brought loads of energy and commitment to the workshops.The initial feedback shows the workshops were very well received and highly enjoyable. The outcomes sought were achieved and it’s notable that action plans which were formulated at the workshops were put into place immediately!

Following its success this program has been evaluated, taken up and run by other parts of the Bayer UK business.

Back to Top

A Case Study on Teamwork

To be effective in ANY team

The Challenge

Nestle UK is a world-renowned company steeped in history and with an envious track record of developing its people. A very real everyday part of how Nestle UK work is reflected in the manner and means by which all employees “live and breath” in teams. As part of their core course portfolio Nestle UK wants to ensure that each individual is equipped with the skills that make them effective in ANY team. By doing this the Nestle UK teams will raise the skills and abilities of their people to the next level of competence.

Solution

Working with Nestle UK’s L & D team we designed a two day workshop entitled “Building and Maintaining Effective teams”

The focus of the workshop was to help the individual develop their own team(s) through a greater understanding of how teams develop, and how they can influence and generate high performance. We designed the program so that the workshop was a happy mixture of classroom theory, discussion and exercises.The exercises are practical and used to help participants feel and gain “hands on” understanding of the elements, theories and models used.The design facilitates the delegates being able to take the experiences and learning gained and makes it practical and useable back in the workplace.

Outcome

These workshops have been met with much enthusiasm and rate 9.4/10 from the delegate’s feedback! All delegates go away with an action plan of SMART practical actions to raise performance in their own teams, together with personal actions to become more effective as a team member of the various other teams they are transient members of.

In addition we have supported individuals and teams with bespoke initiatives to meet their specific further needs.

Back to Top

A Case Study on Coaching

The Challenge

A large traditional multinational FMCG Company sought to move towards a coaching culture, to empower their staff to deliver “more effectively” in the increasingly competitive market place. Pointedly, this initiative had come from the businesses own managers. As part of this cultural shift People Development Specialists were asked to support the senior and middle managers to lead and champion the change in behaviours needed.

Solution

Working alongside a Business Partner and a department specialist we outlined and developed a strategy which would provide the necessary upskilling to implement a coaching culture and critically also allow the managers to keep the ongoing ownership of the coaching. Key to the strategy was to;

• Build on the successful History – using existing skill, knowledge and processes to demonstrate success, familiarity and confidence
• Fill the Gaps – coach new models and develop the managers skills and know how, so that they could pass on the learning
• Sustain Change – use existing ideas and processes that work for coaching and add to them innovative but simple and practical ideas

To initiate the process PDS facilitated the Senior Managers in briefing their managers and conveying the vision. We also provided coaching support behind the scenes to the senior managers. All managers were invited to attend a one day workshop.

A knowledge build using an e learning tool preceded the workshops.This ensured that the workshops could be intensive and practical, aimed at developing each manager’s skill level significantly in just one day.

The workshops involved modeling coaching 1:1 so that each manager experienced the impact and simple effectiveness of this style. This was followed with intensive practice and feedback; always naming what was being learnt and applied. Each manager was then coached through their personal strategy for implementing coaching with their team(s).

Use it or lose it – the workshop culminated in exploring opportunities for coaching, committing to them, and setting up coaching partners for each of the manager.

Outcome

The evaluations from the workshops were excellent and follow up by the Business Partner indicated high levels of implementing the learning back at work. The culture in changing slowly, staff surveys report a significant increase in staff feeling empowered and listened to by their managers. Coaching is part of performance management and the structure and time allocated is being used very effectively.

Back to Top

A Case Study on Implementing a new Performance Management Process

The Challenge

It was a big one! Bayer Diagnostics Manufacturing Ltd (BDML) is based in South Wales and produces diagnostic analysis products. Employing 200 staff, and following a re-organisation, BDML wanted to design and introduce a new Performance Management Process, with the ultimate aim of improving productivity.

The agreed objectives for the new PMP were;

• Improve morale and communication
• Encourage high levels of performance for individuals and teams
• Reduce Absenteeism and improve work rate
• Provide individual feedback, coaching, guidance and facilitate individual development.

In addition it was felt that active management of staff was difficult with some managers having up to 30 reports.

Solution

A big challenge needed a big solution! People Development Specialists designed and implemented a two year project to equip managers, team leaders and staff with the knowledge, skills and confidence to carry out effective performance management.To launch the new PMP program we held a “roadshow” for all employees which was fun, interactive and exciting. We designed a sustainable training program which equipped all members of staff with the abilities not just to plan and execute an effective appraisal, but to make this part of an on-going constructive, pro-active 2-way dialogue which happens throughout the year. To facilitate the PMP structure a new team leader role was introduced where each team leader gained responsibility for a maximum of 12 reports. This had the duel effect of freeing up management time and of distributing the load and responsibilities more evenly.

Outcome

The new team leader role is working exceptionally well and staff surveys report a significant increase in staff satisfaction in the way they are being managed. In addition, overall productivity has substantially increased and downtime has markedly decreased.

Back to Top