Organization – UK Civil Service Department – Welfare distribution and Jobs Center Plus.
Issue – An area of the UK Civil Service Department was struggling with organization-wide employee absenteeism. At its height it was as high as fourteen sick days a year per person. An overall re-engineering process had disempowered leaders. They no longer saw themselves as agents of the change that needed to be delivered to meet cost savings, yet they were critical to delivering results.
Outcome – Within four months after the start of the project, absentee rates dropped to an average of nine per year and the department had a fourfold ROI. Overall, absentee rates fell by 50%. Eight years later they continued to keep an absentee average rate of seven days a year. The three teams of 250 employees each that were targeted to be trained in The Human Element moved from lowest performing to highest performing teams within an overall employee population of 26,000. The intervention process, powered by The Human Element, ensured that each leader was able to contribute to success and create three high performing regional teams, going from the bottom of the performance ladder to the top in just one year.
Process – A specific training was designed for the top three levels of management in the three lowest performing regional teams. One to one executive coaching prepared leaders for the larger team consulting process. The top ten leaders in each team were then trained in The Human Element. The Human Element was then used to underpin a specific intervention to address the issues identified in the research.
Consultant/Company – Janine Eden-Riley, Licensed Human Element Practitioner, CEO, Thrive Future
Country – United Kingdom
Organization – Labor Exchange Agency – Hungary
Issue – The leaders of the agency were stressed, some of them were not motivated, the personal relationships were not satisfying, and some of them were avoiding each other. Work among the leadership team was not well prioritized, strategic direction was not clear, and there were too many projects of unknown importance or urgency, all causing frustration and team members not speaking to one another for months.
Outcome – The team reports that their conversations were better. They were searching for solutions without blaming. One of the newly promoted staff members decided to get back to her previous job that she enjoyed more and felt competent in doing. The CEO started to give information about strategic goals, priorities, successes, and invited the team for brainstorming sessions. After several months they had solved a lot of issues, and had much better social connections in their workplace.
Process – A Human Element workshop with the executive team
Consultant/Company – Tamás Jeviczki, Licensed Human Element Practitioner, Synalorg
Country – Hungary
…an amazing creation. You started with a scientific approach that was far outside the mainstream. You introduce levels of honesty and integrity that had never before been seen in American management. I have consulted with many major corporations, most involved in long series of management fads, year after years. You have never been a fad. You have been outside the fickle mainstream and built a loyal client based and a thriving business.Michael Phillips