Staff kept in touch all the way in Balfour’s changes

first_imgAchange in HR strategy at Balfour Beatty Rail Renewals helped prevent itsclosure in 1999 and has significantly contributed to the company’s turnaroundin profitability.Thecompany’s HR director explained that it was within six months of closure in February1999 when it cut 170 jobs, and developed a new strategy to train and motivatestaff.Speakingat a performance management conference in London this month, Terry O’Briensaid, “Internal research showed a need for a more profitable relationshipwith Railtrack, improved management skills and increased staff identity withBalfour Beatty as a distinct company.”Itprompted the board – of which O’Brien is a member – to draw up a clear visionof how the company should operate. TheHR team then communicated this vision to staff through an HR roadshow thatvisited Balfour Beatty tearooms and garages across the UK. O’Briensaid, “Communication was the key to helping people get on board withchange.” Theresearch also revealed that staff had the average reading age ofseven-year-olds, so a skills training programme was developed that used keypadresponse rather than exhaustive written work. O’Briensaid, “We put our investment in training to keep people on board. It was amajor success with no disputes and not a single claim.”Arecent survey showed that 72 per cent of staff understand the overall goals ofthe business.O’Briensaid the company has gone from a loss in 1998 to exceeding its targets in 2000. Staff kept in touch all the way in Balfour’s changesOn 13 Mar 2001 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.last_img read more

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