OrganisationHealth - A resilient approach to stopping stress in the workplace

Organisation Health, Conflict Resolution, Stress Prevention, Stress Management, Stress Training, Stress Resilience, Stress in the Workplace
advice into action, Professor Dr Derek Mowbray, Establishing strong Psychological contract, In house workshops on stress
managing stress, preventing stress, reducing stress, stopping stress, leadership training, leadership coaching, mentoring, management training coaching, learning sets, action based learning
managing absenteeism, reducing absenteeism, reducing recruitment costs, staff turnover, improving culture/ culture change, change management/managing change
OrganisationHealth, OrgHealth, Organisation Health, organisational health, organisationalhealth

NHS


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Case Studies

A plc consultancy organisation - UK wide

The Situation
A new 'Centre' within the plc was established by bringing together the 'best' consultants from around the company. Without any consultation, an unrealistic income target was set by managers for the new 'Centre'. Within three months managers decided that progress towards the target was too slow, and decided to make two consultants redundant. The approach to redundancy broke most of the required procedures, the process was seen to be unfair, and the two consultants decided to take legal action. OrganisationHealth was instructed to review the procedures and the cases for redundancy and to advise on an appropriate course of action by the plc.

The Action
OrganisationHealth advised the plc to enter into Compromise Agreements with the two consultants on the basis that there was a case to answer and that lawyers would take the cases to Tribunal. In addition, it was advised that the processes adopted in cases where the company wished to change the contractual arrangements of employees should be revised, with a view to ensuring that all consultants remained committed to the organisation even through there may be economic challenges to be confronted.

The Outcome
There was a reduction in the anger towards the organisation by those consultants remaining in the company and the development of a culture within the 'Centre' which recognised the contribution that the 'best' consultants were making to the company. A Tribunal was avoided together with adverse media publicity, but the redundant consultants continue to believe they were badly treated.