UGM workplace engagement Case Studies
Meeting the specific needs of clients means that UGM embarks on a wide array of assignments. Our Case Studies represent a small cross-section of our portfolio of experience, providing brief insights into how we have helped many clients. Contact us to learn about the numerous other projects we've worked on over 30 years in business.
A multi-pronged approach to lifting engagement levels
We seldom find that clients only want to improve levels of engagement. Rather, engagement is often a good barometer of how the people side of things are going in a business. UGM worked closely with a business division in a large corporate organisation that has offices globally. The division had recently undergone some major restructuring, which included a reasonable amount of dislocation. Morale was, understandably, low. A key component of the strategy we helped develop and implement included increasing engagement through an inclusive approach. In the first instance, all staff were invited to participate in a series of world cafes, which gave them a voice about the type of workplace they envisioned for the future. The process generated a lot of enthusiasm and renewed sense of vitality. This was sustained through a careful communications strategy, which demonstrated that changes had been influenced by the world cafe input. Additionally, short personal development sessions to help upskill in key areas of personal effectiveness were made accessible to anyone in the division who wanted to attend. The division also ran leadership sessions for high potentials, middle managers and the senior team of the division. As was expected, engagement surveys by the business unit showed a continuous improvement in levels of engagement during this extended program. However, the real impact of the efforts were made very clear when a business-wide engagement survey was run. To quote the ecstatic business head, "There was us, daylight, and then the rest".
Developing an engaging Performance Management framework
A division of a government agency confirmed through an engagement survey that its performance management system required improvement. UGM conducted a grounded-theory type study of performance management issues in the division. Data collection included interviews, focus groups and documentary analysis. Input from a substantial sample of the division was a key factor in ensuring ehanced ownership of the new Performance Management framework. It would also ensure that it accurately represented work that was being done. Data was continuously analysed using the constant comparison approach. Themes were generated as data was collected, with newer data strengthening, diminishing or having no impact on each theme. The end of the data collection/analysis phase was reached when additional data collection did not provide any new insights. A new performance management framework was then designed and tested with several focus groups and small refinements made. The senior leadership team of the division not only accepted and endorsed the proposed framework for implementation, but also requested that relevant components be applied agency-wide.
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