This is Transport for London with Alexandra Bode-Tunji who’s Programme Lead Skills & Capabilities. It’s going to look at some of the obstacles, engaging sponsors, stakeholders and employees, and the transition process.
Didn’t know TFL was the 7th most recognised brand!
Context for change – rising customer expectations, pressure on costs, new technology and changes in regulatory. This will be a familiar story in many organisations – private and public. And the change to an improved experience at lower cost had to be done while taking employees on the journey.
Aim to embed customer-focussed behaviours through leadership, ticket hall transformation (people and tech) and a new staffing model. We all know about this part from the strikes!
The roster changes will lead to 4000 people moving their station! A huge change.
The work started with development of leaders. Without that nothing changes. This was based on the McKinsey 7s Model to diagnose – Structure, Systems, Style, Staff, Skills, Strategy, Shared Values.
And to put it in place Alexandra used the Naomi Stanford (2005) model of Discover – Design – Deliver – Transition – Integrate.
There’s a huge mindset shift needed from safety and asset management to managing people. Plus there are a lot of families and relationships within teams in TFL so there’s a big challenge for people in, and stepping into, supervisor roles.
To support this, they’re adopting coaching into their leadership approach.
Some of the challenges Alexandra’s had are – 1) Complex Trade Union envmt and no major change in 25 years, 2) No compulsory redundancies allowed, no selection into roles allowed – mapped people in – some don’t want to be in there or might not be capable, with average 25 years length of service and 1.5% turnover, 3) 4 COO’s in 2 years – each needing to be engaged in the change – Alexandra has faith in the new guy!, 4) Critical people issues and learning on the job – low priority Much more focused on safety and assets, 5) Inconsistent change leadership and local ownership, 6) 100 different stakeholder groups!
They’re taking a strategic approach to sustain and embed the changes – considering blended learning, performance management, recognising and celebrating success, recruitment and selection, change network groups, coaching/team effectiveness.
Alexandra’s biggest learning is to use simple English to describe what you want to do – get away from HR speak! And my build, if you don’t know if you’re an HR-speaker – ask people! She’s also learnt the power of having insights and information to show and track how things are progressing. She’s now got people asking HER how things are going and what they can do to improve.
Video at the end showing about customer service development – that story you so often hear – ‘it’s great to know it’s not just me / us who have these challenges day to day’ – people get great benefits from feeling part of something bigger by coming together, both for the good stuff that goes on, the human connection and to voice challenges.
This post has been live-blogged from #CIPDOD15. I’ve done my best to represent the content accurately and fairly but some errors may exist. Most of it is the speakers’ content and I aim to show the bits that are my opinion.