Case study: Cultural and behavioural change
This not-for-profit organisation was set up by the UK Parliament to protect consumer rights. Despite having around 4,500 staff, internal communications isn't an established function. However, due to a major business transformation programme the organisation's senior leadership recognised that they needed the help of a specialist internal communications professional to support them in improving employee engagement during the transition.
What was the challenge?
Our client recognised an urgent need to address a lack of internal engagement, but at the same time they were going through this organisational change, new IR35 regulation affecting the interim market had just been introduced in the public sector and it was having an immediate impact on how interims were able to operate.
What our team did
Using our in-house expertise and access to industry professionals, we were able to guide both our client and the shortlisted candidates through the implications of the new regulation, which meant we were able to successfully place a senior interim communicator within the specified timeframe.
This interim was responsible for developing a new employee engagement strategy, which involved conducting an audit of the existing engagement situation and putting in place several strategies to improve employee commitment and motivation. This included creating a strategic narrative to support the vision, shaping and writing a range of innovative internal communications, and offering coaching to support the senior leadership team.