Contact:
07976 271533
gerry@aspire-hbsd.co.uk


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Employee Relations

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Effective Employee Relations are essential to developing a performance culture and an essential ingredient to Business Improvement. A  longstanding issue in ER is the failure to move away from a purely legalistic and regimented system of control and damage limitation. While the Core System for managing ER is typically solid and established it can be improved as a provider of change management capability. After a century of the traditional control model there is scope for a more expansive and ambitious approach.

Employee Relations is often viewed as an internal HR programme, led and managed by the centre. Effective ER needs effective managers at all levels. Indeed it requires a culture of generalised commitment amongst all employees.  ER Productivity is not often considered as an obvious component by the ER community, yet they are often engaged in negotiations around the productivity of other employees.

We focus upon three areas 

  • Behaviours that are effective and supportive of ER objectives
  • Structures that are legally compliant and faciltiate change
  • Problem solving to increase ER productivity

We add value by providing integrated solutions that help clients demonstrate the value of ER as essential to improving and sustaining overall business performance. In part this is also delivered by re-focusing ER as of strategic value. It is as important to link it to management effectiveness generally.  Any ER strategy can be more expansive and ER methods can be more effective; however without effective managers ER will always be a fire fighting process. The methods and technologies we use include:

  • Strategy and Models to integrate ER and Organisational Effectiveness
  • Three levels of performance improvement- job, proces and organisation
  • ER customised work plans for managers of change
  • ER impact assessment for managers
  • Effective Performance Teams
  • Active Problem Solving events

 
 

"Aspire's report gave us an excellent basis on which to move forward, not just within the department but in terms of developing the quality and range of support the personnel department provide to managers and staff throughout the organisation"

Director of Personnel, NHS Trust

FROM previous work:

We have worked consultants from Aspire in their former roles and they provided analysis of prodcutivity of community nurisng and childrens services. they subsequently implemented solutions with our community health services organisation [1000 employees]. Gerry Toner and his colleagues provided technical expertise and leadership in service mapping, analysis of datasets, development of outcome metrics, performance and productivity strandards, IT dataset development. Gerry Toner led his team to delvier within contractual terms and provided clear project documentation. They achieved their targets including return on investment. [Tranformation Lead Director]

Gerry Toner is a very good team player, supporting, mixing with and leading not only his own team but those trust staff seconded to the implementation project [senior manager modernisation team]

In their previous roles with another company Gerry's team quantified the level of resources we needed to run our Radiology Services [20 suites and 150+ Radiologists and Radiographers].  A fundamental benefit was the shift to producing 50%+ more erporting sessions in mnormal planned sessions. this vastly reduced our Overtime spend. They also clarified the variations in performance that allowed to deal with performanc evariatins with clinical staff. [Director of Finance, Hospital Trust] 

Gerry and some of his colleagues worked for us with another agency providing a business case and productiivty management changes for our admin support areas particulaly medicla secretaries but including Choose & Book, Contact / Appointments office and Performance management. Gerry was effective at focusing our project on clear outcomes and getting commitments with executive, senior management an demployee stakeholders. Gerry provided us with a clear pathway for leading the ongoing transformatoin of the admin support area. [HR & OD Director Hospital Trust]