For the management team that has developed an employer brand that supports the firms’ culture, engages teams and individuals in collaborative working,and fosters well-being, productivity and client engagement.
It was good to note the firm’s admission that employees did not feel appreciated and there were divisions between fee earners and support staff. This prompted a wholehearted commitment to changing the realities of work – key to developing a new culture. Actions included IT development, new behaviours and the concept of ‘Scownership’ demonstrated by the formation of an ownership trust, a first among larger law firms. Results have included being the highest ranking professional services firm in the Sunday Times Best Place to Work and 91% client satisfaction.
From left: Austin Healey, Robert Camp and Jonnie Yewdall (Emperor)
This engineering consultancyresolved to address the lack of people focussed opportunities in this field. This is a culture change story in which management style plays an important part in particular the visible and energetic leadership of the Managing Director in improving listening, developing ‘Challenge Days’, supporting Healthier Lives (including specific bonuses) and intense local presentations and subsequent discussions in every office. Results included being 9th in the Sunday Times Best Place to Work, just 8% employee turnover and an 89% agreement that the consultancy is run on firm principles. We note that this has been achieved during a period of rapid growth with a headcount of 245 in 2014 rising to 506 in 2016.