Our Vision

• Alliance Boots – 300FM Staff – 15 Services – £12m

• Leicestershire NHS – 2000 FM Staff – 12 Services – £100m

• BBC – 900 FM Staff – 157 Locations – 26 Services Lines – £150m

• Recent 250m acquisition of Initial (Previously Rentokil) 25,000 Tupe

Examples of Contracts

1. We are in the business of managing change to deliver improved results and our experience over time across a broad range of sectors and contracts has led to a deep understanding of the change process

2. Managing change to deliver lasting results requires a systematic, thorough and thoughtful approach

3. We have used our experience to develop a proprietary model for delivering change, which we call

Change

1. Strategic engagement

2. Communications strategy

3. Leadership planning

4. Outcome setting

5. Hard data collection6. Engagement

7. Solutions development

8. Implementation

9. Measurement & learning

1.1 Conduct senior management interviewsObjectives Activities

Deliverables

Resources• Time from senior management to be interviewed• Scheduling resource• Expert interviewers

Do’s and Don’ts

Do:• Explain that interviews will be kept confidential• Ensure you ask open-ended questions• Use positive language• Keep the interview strategic in nature• Use an independent third party to conduct the

interviews if there are sensitivities around sharing information with Interserve

Don’t:• Try to sell the change

Toolkit

• Engage the Executive team through formal face-to-face interviews to set the change initiative firmly within the context of the overall strategic direction of their organisation

• Complete interview notes from a range of senior management interviews

• Invite key senior management individuals to an hour long face-to-face interview, you may require less time if a good level of strategic understanding has been achieved in the bid process (if your change initiative is related to a new contract with mobilisation)

• Use an interview guide to structure your discussion, focussing on:

• A simple understanding of where they are going and what they are trying to achieve

• the context for change, their vision for the contract and how this fits into the organisation’s overall strategy

• key issue and opportunity areas, and critical success factors for them

• Take detailed notes of the interview and summarise key themes in a situation assessment, as discussed in phase 1.2

• Example interview guide

drivers of productivity

• There are seven key drivers of productive behaviour – adjacent are the baseline scores for each

• Employees feel that they can collaborate effectively, have high levels of trust and are clear on what is expected of them

• Nonetheless, lower scores were expressed for recognition, the functional environment, autonomy and shared sense of purpose. We would expect that the efforts Interserve are taking, starting with the vision day, will positively impact future sense of shared purpose

• Since autonomy is an important driver for productivity, the move to giving additional responsibility through the work mate model may result in an increase in the level of autonomy for workplace management staff

• An effort to improve the functional environment will also help drive up productivity. Employees expressed the need for better technology and improved storage facilitiesClarity of role & expectation

High level of trust

Ability to collaborate effectively

Shared sense of purpose

A sufficient level of autonomy

The right functional environment

Recognition for effort & achievement

30% 40% 50% 60% 70% 80%

poor excellent

Composite productivity score

drivers of social capital

• There are five key drivers for positive social capital – adjacent are the baseline scores for each

• Positive collaboration and trust & reciprocity scored highly in the baseline analysis. This suggests employees are able to interact effectively both in their teams and across teams and that communication is open

• Social engagement (i.e. work socialising, celebrating special occasions) and social behaviour (i.e. valuing other peoples time, not disturbing others) scored relatively low

• Actions that encourage participation, such as formal mentoring schemes and the introduction of performance objectives which encourage skills transfer, would help develop stronger social capital

• Moreover, informal social interactions, such as social / sports clubs and work social events would go some way to breaking down barriers and promoting interaction

Positive collaboration

Trust & reciprocity

Social behaviour

Active participation

Social engagement

30% 40% 50% 60% 70% 80%

Composite productivity score

Differences between change and business – as - usual

• Client focussed• Consistent groups• Interdepartmental relationships• Commercially orientated• Fixed measurement criteria

Business as usual

• Internally focussed• Fluid groups• Functional success• People orientated• Range of measurement tools

Change

Organisational

Fluid project teams

Flexibility

Flatter structure

Specialist

IT

Learning and Development

Communications

Individual

Strong Facilitator

Problem Solving

Change Management

Communication

Skill sets

Questions