Focus
- 13.1: Assessments
- 13.2: Staff engagement and retention
- 13.3: Health and wellbeing
- 13.4: Nutrition
- 13.5: Stress management and prevention
- 13.6: Resilience training and assessment
- 13.14: Creating a positive work culture
Challenges
- 20.1: Performance management
- 20.2: Negativity, conflict and stress
- 20.3: Sickness absence in the workplace
- 20.4: Staff turnover
- 20.5: Workplace bullying
- 20.6: Mergers and acquisitions
- 20.7: Recruitment and retention
- 20.8: Downsizing and redundancy
Solutions
- 21.4: Expert advice
- 21.5: Cultural change management
- 21.6: Leadership and manager behaviour
- 21.7: Team building
- 21.8: Training and development
- 21.9: Coaching and mentoring
- 21.10: Assessments and surveys
- 21.11: Therapy and motivation
- 21.12: Research and analysis
- 21.13: Executives retreat
- 21.14: Conflict resolution service
- 21.15: The Stress Advisory Service
- 21.16: Code for health and wellbeing
Downloads
Performance management
Case Study
A sales team for an internationally renowned retailer welcomed a newly appointed Director of Marketing following a takeover. The previous director had left on amicable terms for a new position elsewhere. The new Marketing Director had limited experience within the retail sector, and was keen to impress her new Board. Within 2 weeks she had prepared a strategy for sales which she had prepared in draft and left on the company’s server unprotected. The Marketing Director included in her draft report a number of personal comments about her inherited sales team. She hadn’t actually met most of them and hadn’t discussed her ideas with any of them. Included in her comments were some less than flattering observations about the Sales Manager, someone who had been with the Company for five years and had been credited with increasing profits by several million pounds.
The Sales Manager, by chance, accessed the draft whilst undertaking some research using files on the company server. Having reviewed the remarks from the Marketing Director, the sales manager immediately complained. His complaint was rejected on the grounds of his ‘unauthorised access’ to company files. He appealed, and HR decided to invite us to investigate prior to the appeal being heard.
We undertook an investigation, and recommended a solution. The impact on the business was severe, and the overall performance of the Company decreased in a period leading up to Christmas – a period when most of the profits for the year were normally realised.
The act of a single senior manager created a ripple effect that severely reduced the overall performance of the business.
Need more information?
Including details of our consultancy and mentoring expertise... call or email:
0845 833 1597
Look out for:
Professor Derek Mowbray's
speaking engagements:
20th January 2010
HSJ World Class Workforce
Cavendish Centre, London
Professor Mowbray
will speak about:
an outcome of a
Positive Work Culture