CASE STUDIES
INTRODUCTION OF HRIS
THE COMPANY
A technology business that works with transport providers and emergency services.
THE CHALLENGE
Our client engaged with Ena HR & Training on a project that ran from April 2023 to March 2024. The purpose of the project was to introduce a Human Resources Information System (HRIS).
THE SOLUTION
We supported the implemented a HRIS called Oracle which replaced an outdated internal process that involved sending queries to an email Inbox. We also implemented a new HR model, using a Start-Stop-Continue methodology to engage the team on the journey.
THE BENEFITS
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Oracle launched in October 2023 with a service level agreement in place for HR helpdesk requests and their timely resolution. As a result the volume of queries has reduced by 50%. This data has also been used to make informed business decisions including the introduction of absence management training for line managers.
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Client says: “Kate has a wealth of knowledge and experience and has successfully managed a whole range of key business projects delivering the right outcomes for the business. Whilst doing this she has also adeptly managed a range of senior stakeholders within Telent to ensure alignment and collaboration works at its best.”
SYSTEMS & PROCESSES
THE COMPANY
An engineering business based in Silverstone, Northamptonshire.
THE CHALLENGE
Our client recognised that they had a strong team of highly skilled engineers, designers, and technicians but their leadership team and managers required upskilling. Their systems and processes were also outdated for a company that was so forward-thinking and known for pushing the boundaries in composite technology.
THE SOLUTION
The company was operating an old-fashioned ‘clocking in and out system’ that involved employees signing into a book on arrival/exit. There were also absence management issues. We implemented a time-tracking system that linked directly to payroll. This reduced the risk of errors. We further tackled absence management issues by having difficult conversations and exiting some staff and introducing new contracts of employment and performance-related pay.
We also migrated personnel information from an old filing cabinet to Breathe HR.
Lastly, management completed some leadership training with us.
THE BENEFITS
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We have been able to manage staff absence. One employee had recorded nine absences in a four-month period. Since addressing this situation, the employee had zero absence in the following two months.
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Implementing the time and attendance module on Breathe HR reduced manual processes for payroll and highlighted previous errors in the tracking and renumerating of overtime. Overtime has been 98% accurate since implementation.
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Moving from annual appraisals to quarterly one-to-ones, documented on Breathe, has enabled Silverstone Composites to give employees ownership of their performance, resulting in one promotion, three development plans, and one exit from the business.
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Leadership training has enabled the company directors to exit people from the business who were taking advantage of the old systems and onboard staff who perform well and are compensated for great performance.
Client says: “Through Ena HR we have been introduced to an online HR system which helps us better manage staff records and updates, and there is always support on hand from Kate or Caroline if ever we have any queries regarding the system.
“Every effort is made to by Ena HR to understand our company and the team members as individuals, so staff feel comfortable approaching Kate and Caroline about any matter.”
POLICIES & PROCEDURES
THE COMPANY
Our client, founded in 2010 by two occupational therapists to supplement the provision of NHS services and works with schools, academy trusts and local authorities.
THE CHALLENGE
Over the years, the company had built up a bank of associates that it worked with and wanted to onboard them as employees. They also wanted to create policies and procedures that were compliant with employment legislation.
THE SOLUTION
Working closely with the two company directors, we transitioned ten associates to employees, creating a hybrid model of working. As everyone was a parent, and the business largely worked with schools, it was decided the business would only operate during term time, giving associates the freedom they had become accustomed to and reducing the risk of them leaving the business. We also introduced employee benefits including Enhanced Maternity Pay and Carer’s Leave.
We reviewed all existing processes and policies and made sure they were compliant with UK Employment Law. Then we created additional policies including Manual Handling, Equality and Diversity and a Ways of Working document. We also reintroduced an Absence Policy.
We also uncovered issues between the two business owners and how they worked together. We carried out leadership training with them and defined their own specific roles and responsibilities within the business more clearly.
THE BENEFITS
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A clear recruitment and onboarding process has seen staff numbers increase from two business owners and 10 associates to 15 members of staff and ongoing recruiting for two further roles.
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Directors are much happier and focused and better leaders since undergoing leadership training and defining their own individual roles within the business. This has also contributed to a collaborative and supportive business culture.
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Employee relations and teamwork have improved through establishing new communication channels and implementing ‘stay interviews’ and employee surveys. Surveys have also showed:
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90% have fun at work
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100% of employees feel their mental health is supported
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The most important benefit to working at Thrive OT, and a key reason for not looking for another role, is the flexibility. The Ways of Working Policy we introduced in 2023 to support greater flexibility and hybrid working saw a shift from 71% of employees feeling they would still be at Thrive in five years in 2022 to 80% in 2024.
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A need for better employee benefits. We are now supporting Thrive OT to implement a salary sacrifice pension option.
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The company won a ‘Positive Impact’ award for the work it does with schools and families, and a ‘Best Enterprising Business’ award for changing the way the business operates.
The client says: “Ena HR & Training have helped our small business in so many ways. They have reviewed and updated our policies as well as filling in any gaps and supported us with employment questions and queries. On top of this they have provided valuable leadership and management training. They are extremely knowledgeable, approachable and timely in responses.”
WAYS OF WORKING
THE COMPANY
A well-established Local firm with less than 15 employees.
THE CHALLENGE
The organisation had seen recent growth in its number of employees so to manage workload each employee was requested to complete a weekly timesheet recording billable hours and the composition of administration time. The purpose of the timesheets was to monitor each employee’s workload. The intention was never to micromanage the team. However, a new senior member of staff felt this practice was detrimental to her own work life balance and requested she was trusted to complete her admin work at a time and place to suit them.
THE SOLUTION
Well, this was an interesting one! We advised the company that as things stood the employee in question would need to put in a written request for flexible working to change their hours or location of work following their existing policy.
However, my advice didn’t stop there. I asked the directors two questions:
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Were the weekly timesheets telling them anything and did they add any value to their organisation?
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What culture did they want to have in the organisation? Did they want to empower their team to deliver what was expected of them or did they want a controlled environment?
It transpired that the timesheets were not giving them any valuable insights and the practice evolved to a bi annual time and motion study. Brilliant.
Ultimately an empowering culture was absolutely what they were striving for as a business, so after a collaborative workshop we provided them with a policy that empowered staff to manage their own time and location of work within set guidelines. The ‘Our Ways of Working’ policy included core hours to reflect their customer base, it was linked to their existing lone working, expense, and capability policies, and it highlighted how work life balance and performance would be monitored and championed going forward.
THE THOUGHTS
A culture of flexible and remote working requires trust. A detailed policy is the best starting point, but it needs to be supported by planned engagement activities, good communication , clear objectives and regular reviews.
It takes time to implement change.
Take the time and make a positive difference.
EMPLOYEE HANDBOOK
THE COMPANY
A construction company in the midlands.
THE CHALLENGE
The company had a new employee handbook which held all of their policies and defined their ways of working and standards. It was a hefty 48-page document that was well written and encompassed their culture and expectations. The problem was they didn't know how to ensure all employees had access to it and the processes were followed consistently?
THE SOLUTION
We advised to have the handbook as an electronic version only, better for the environment and ensured the correct version was in circulation by having it on the company intranet. To be belts and braces all employees were to be sent a link and requested to confirm in writing they had received it and understood it.
We proposed an interactive 90 minute training course to upskill all managers on the key policies and processes they must follow when managing their people. This approach was spoon feeding the management team but in a small business when conflicting business priorities always take over it was the most effective way of ensuring understanding and consistency in following process.
The managers were then asked to follow up with all of their direct reports in their 1-2-1s, to ensure understanding and compliance. Essentially make the handbook live and breathe!
THE THOUGHTS
It's never just enough to have the documentation. Following a different processes for different people when it comes to allowing holidays, reviewing performance, reviewing pay, monitoring performance or even dealing with misconduct can lead to tribunal claims. Have you budgeted for that? We can mitigate that risk with policies and procedures that live and breathe.
NEW MANAGEMENT
THE COMPANY
A Warwickshire based company had delegated management responsibility from the business owner to a small new team of managers.
THE CHALLENGE
The newly appointed managers had a variety of management experience and styles. The risk was inconsistency of following process and reduced staff engagement from the change in management.
THE SOLUTION
We designed a bespoke management training series that could be delivered in bite sized chunks virtually at a time that suited their busy schedules. The series was spread over 4 weeks and had 4 modules:
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Managing our way – the key policies and processes that must be adhered to
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What it takes to be a great manager – most people leave a bad manager and not a bad job so how do we become great managers
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A walk through of the HR system that supports them doing their job
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A personal 1-2-1 coaching session - creating a roadmap of their management journey so far and what skills gaps and development opportunities there are going forward