Feature Members of jos Global HR team pictured at an HR workshop TEAM PROFILE jUST THE jOB Chris Gilson talks to Senior HR Director jo Forsythe about employee engagement, and why the company values the opinions of its employees WoRds: ChRIS gILSON pHoTos: mAttheW JONeS W hen I joined Interfleet in 2012, employee engagement wasnt something we measured consistently across the group. Those who did measure engagement often got hung up on the statistics, not necessarily focusing on our employees and how we can positively influence a companys culture. Jo Forsythe, Senior HR Director at Interfleet, is explaining to me why the companys drive to engage its staff is a crucial part of its human resources (HR) strategy and how the Great Place To Work (GPTW) tool helps to facilitate this. When Jo arrived in Derby, having previously worked for large multinational corporations, she encountered a workforce used to a light hand on the tiller style of management essentially paternal, but very subtle, too. At the point I walked through the door of Interfleet House in Derby, she says, I could feel the level of engagement of staff here. And later, when I visited the regional offices, that same feeling was also present, almost palpably. However, Jo quickly found that while staff were apparently satisfied with the workplace and the Interfleet culture, there were few tools in place to measure staff engagement effectively. As she had been appointed to support the HR integration of Interfleet with the new owners SNC-Lavalin, it would be a key requirement to measure whether staff engagement levels would be impacted by the changes to come. The Swedish region was successfully measuring and managing staff engagement and had seen results demonstrating that staff were engaged and productive and, tellingly, that the levels of engagement were climbing year on year. As Jo says: After talking to the Swedish team, we decided that rather than reinventing the wheel, we would replicate their approach throughout the Interfleet Group, delivering a consistent methodology across all regions. The Swedish team was not only measuring staff engagement, but bringing engagement initiatives to life, and these initiatives were being led by the senior management team, with support from HR. That was very appealing to me, as historically Interfleet had seen engagement as something managed by HR. Having people highly engaged is critical to our business success jo Forsythe A new direction After some deliberation, and following approval from the Interfleet senior management team, the first global survey was issued to all permanent Interfleet employees in December 2013. Jo continued: With a response rate of 87.5% and an employee engagement level of 76% for Interfleet overall, the survey highlighted what we already knew; Interfleet employees were very engaged. Digging deeper into the results, however, we were able to target our efforts on employee engagement through three key areas: strategy and direction; communications and involvement; and recognition. Sharing these results with our staff, and agreeing the three key areas, provided focus for Interfleet as a whole organisation. The regional teams were then able to align their local engagement initiatives, with the aim of improving engagement levels across the group as well as by region. The regional results varied by country, so local leadership was also vital to addressing what was important to our staff, based upon their local culture and employment expectations. If any evidence were needed to show why employee engagement is critical to business success, the correlation between financial results and regional engagement results were evident. We soon recognised that where there was a high rate of attrition, and financial results were lower than we would have liked to see, there were lower levels of staff engagement. Where this was identified, it wasnt necessarily about lack of initiative or interest in staff engagement; it was more we know we need to improve but we are not sure how, as weve always managed this way. Its really important for me to know which buttons to press, as engagement is not one size fits all; its not driven by a tool, its driven by our leaders, supported by HR. Having people highly engaged is absolutely critical to our business success Times of change Weve had to deal with a huge amount of change in a very short period of time since Interfleet was acquired by SNC-Lavalin, says Jo. Historically, changes within HR happened very gradually, with Interfleet using a very consultative approach stemming from the paternalistic management style. With many initiatives being implemented in succession and with very tight timescales, this hasnt always been achievable and we have had to deal with some of the implications of this pace of change. These HR initiatives have touched the working lives of all our staff, as well as stretching the HR team itself, but Im proud to say we have all risen to the challenge. Continuing to focus on staff engagement in parallel with managing the pace of change was very important for me; in essence, we had to keep taking the pulse and temperature of our staff to make sure we didnt lose any of them along the journey. However, its not just Interfleet going through this change; its the whole of SNC-Lavalin. Its now a case of us saying: This isnt the business you joined but a very different organisation. Its not bad just different, and opportunities will come from that. While 2015 for me is a year of consolidation, I am hopeful that 2016 will see the value-add that being part of this big corporation can bring, and how that will benefit our staff. We have to stay on this journey and continue to make Interfleet a Great Place to Work and thats the balancing act Ive got; to keep spinning the plates and to keep up the pace, so that those engagement levels I felt when I walked through the door two years ago are kept intact, and hopefully improved. It certainly is a busy time for Jo, as she is also responsible for the HR team of SNC-Lavalin, Europe, alongside her role at Interfleet. I ask Jo if Interfleet Group Managing Director Richard George has also assisted with the refocus on employee engagement. She nods and smiles: It was very fortunate that Richard became Managing Director when he did, because hes encouraged the staff on the journey and taken them over the bridge. Trust and engagement are intertwined and hes earned the trust of the staff through a period of change. His viewpoint is very much: This change will happen regardless. Come to the table and we will work with you. Jo explains that Richard has essentially become the bridge between SNC-Lavalin and Interfleet, and has kept communication between the two sides flowing, updating Interfleet employees of changes via media such as his monthly blog, a proactive communications strategy and a policy of if you have a question, just ask me. During this time of change the HR team has also seen changes and has moved from reporting through operations to being functionally managed, reporting into SNC-Lavalin HR leadership. Thats something very positive as well, says Jo. Were no longer seen as the personnel department, here to run the payroll and fill our vacancies. Yes, of course, we still do that but I would like to think our HR managers are now considered more as business partners than HR administrators. Employee engagement has focused our energy, says Jo, as we wrap up. Historically, it was a case of reacting to those who shouted the loudest, which is a very resource-hungry approach, and the results are usually very short-lived. But what about those who dont want to put their heads above the parapet? I am now confident that our staff engagement initiatives, led by the Regional Directors and their senior management teams with support from HR, ensure that we can hear everyones views. In just two years, the culture of Interfleet has turned on its head, while the company essentially remains the same. Its no mean feat, and has broken the mould of the traditional railway management structure. I put this to Jo and she laughs and nods: Yes, I think thats fair to say. But, she adds, to see the benefits of all this change, youve got to be in it for the long haul. n forsythe.j@interfleet.co.uk www.interfleetgroup.com Were no longer seen as the personnel department ...I would like to think our HR managers are now considered more as business partners than HR administrators jo Forsythe