What are some tangible ways you improved your employees' experiences in 2023, and how is that guiding your EVP strategy now?
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We conducted a number of discussion groups across the business and at all levels to really understand what the lived experience of our employees was. Just the process itself was hugely valued by our employees, but of course it also gave us some really good insight into where to go next.
1) improved safety (never forget the basics)
2) we did a bottom up TOM review which lead to a redesign of a large number of roles . The new designs had a signicant impact on the daily quality of life . Because actually what employees do for 8 hours a day matters in their perception of their work experience
3) we upgraded our first line management development , and opened some of the on line elements to all employees rather than just managers
4) we held more ED&I segiment networking group sessions with more speakers from outside
5) Benefits wise we keep the enhanced mental wellness cover and introduced an EV scheme
Strategy is more of the same
Hey Peter, I am unfamiliar with TOM, would you mind helping me understand that better?
Sure , we were changing the Target Operating Model , so the fundamentals of the way the organisation was structured to deliver. This was because of some new market oppurtunities we could see that we needed to have a different way of delivering to stakeholders. <br><br> So as a leadership team we looked at a high level value chain map to understand how we made money and what was critical to meet the opportunties in the New operational model. <br><br>We broke that map down in to value chain streams/ groups ( its a energy company so one stream was fuel , another cash etc ) looking at front to back processes where we mapped in detail based off line Mgt and existing proccesses / Jds who did what in the processes and where were were oppurtunities at a high level to change in line with the TOM. We then verified what was happening on the ground with the employees doing the work and how they would improve what they do. These were combined to allowed us to change the value chain across the streams.<br> <br>Practically that meant we created some new roles removed others, people losts tasks and others gained and what we looked to do was to have clarity of responsibility and ownership of the individual tasks in a section of that chain. <br><br>So an example would be Fuel testing was done by forklift drivers but they didnt like doing it for a number of reasons but mainly because it meant they were constantly late / underpressure. So that task was removed and given to supply planner to do (Supply planners have to visit the bunker to measure oustanding stock anyway and automation was reducing volume of work)<br><br>Its not easy ! but it is possible to balance employee job satisfaction and operational performance . <br>Hope that helps !
Promotion of employee well-being with lunch talks and activities, together with launch of digital App