STRATEGIC PROBLEM DEFINITION
An established construction firm, operating nationally, experienced considerable expansion in a very short space of time.
The focus was on ensuring there were enough mobile workers and equipment to meet to rapidly growing demand.
However, the number of office-based staff had remained the same whilst their workload had also more than doubled.
Understandably, tension, frustration and fatigue were increasing and the administrative function was becoming less and less effective.
CONTROLLED AND BALANCED GROWTH
In consultation with the Directors and staff, BHP Group developed an HR management strategy before embarking on an improvement plan that included skills analysis, recruitment, succession planning, management training, recognition and retention design.
Within two years, a viable management team was fully established with responsibility for the day-to-day operations, work-life balance had improved for all resulting in a happier and more efficient work force.
This allowed the directors to concentrate on the continued development and expansion of the business.