What We Do
Large Housing Association
Building a Management Team
The problem
After failing their Investors in People (IiP) inspection on all areas of management, a London-based Housing Association was forced to reflect on and evaluate the quality of management across the whole organisation. They identified that managers were unclear of their role in managing the performance of their staff and that staff were unable to identify ways in which they were supported by their managers. They also identified a lack of cross-functional working and inconsistencies across the organization.
The solution
The newly-appointed HR director brought the HR function in house, drew up a strategic plan and invited the Triangle Partnership to work in collaboration with him on a major change-management project.
Managing Partner, Cathy Walsh, designed their competencies framework and began a cycle of psychometric assessment and feedback.
Learning & Development Partner, Christine Newton, designed a Building Management Talent programme that comprised: an audit of employee engagement; 360 degree feedback; a 2-3 year learning and development programme (for which the participating managers are jointly responsible) and feedback to the Senior Management Team (SMT).
Both Cathy and Christine facilitate regular SMT meetings that ensure initiatives are carried forward.
The outcome
This is an ongoing programme.
Tangible measures of success have been identified as:
- Retention of good managers
- Retention of good staff
- Employee satisfaction
- Customer satisfaction
- Reduction in staff sickness absence
- Reduction in customer complaints
- Successful IiP audit
- An improved atmosphere – supportive, cheerful
- Improved attitudes – sharing, collaborative, helpful
- Pride through increased feelings of value and self-worth
