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The problem

The client, a bus company [part of a major road and rail Plc], employs approximately 850 people, most of whom [600] are drivers. In 2003, industrial disputes threatened at the time of the annual pay negotiations.

There were examples of poor performance and tension that appeared to be increasing with the threat of dispute appearing to be imminent. Services were being disrupted with crewing shortages arising from overtime and weekend working restrictions. New GPS systems were also recently introduced and had not yet bedded down operationally. Scheduling and crewing where areas of underperformance and shortages. Aspire was asked to identify more clearly what the issues were, propose ways to overcome these and to allow a smooth running operation.

What we did

Align expectations

Aspire met with the main directors and the main union representatives. After discussion an agreed approach was set out and a timetable for actions and decisions agreed. Expectations and outcomes were also discussed and a clear commitment to act upon outcomes was recommended and accepted at this stage.

Gather data, case histories and perceptions

Aspire designed a consultation process to allow analysis of key issues and to allow free expression of any matter by a sample of the various constituencies. We also interviewed company directors and reps. Having formulated and agreed a basic understanding of the perceived issues a 'data list' was finalised for gathering a broader data set from the workforce.
Aspire set up discussion groups with a cross section of employees including both management and key union representatives. Sessions were both analytical and discursive, providing empirical and anecdotal data for understanding results. Individual questionnaires were also distributed to people at all levels.

Get to the point

Approximately 15% of the company employees were involved. Our objective was to involve all parties in a close review of the company's existing operational methods and practices, any recent changes, new ideas and other comments generally.

The result

A draft report was distributed to management and unions simultaneously for comments on clarity, presentation and interpretation. Once these had been cleared as acceptable a set of recommendations was proposed for action by the company. The recommendations covered:

• HR: basic policy and procedures
• OD: team and organisational issues
• Development: improving the capability of people in their tasks and responsibilities
• Process: work methods and processes
• The HR function was upgraded with clearer remit and resources for ensuring policies were clear and communicated to all employees.
• Certain junior and middle management levels were reviewed for their competence and given new training and support from senior management.
• Company communications channels were made more accessible to employees both in terms of input to the channels and reception of communications.