Home / Newsletters / ISSUE 5 - October 1999

Getting a better handle on work pressure

"PowerGen takes feedback gained from its employee attitude surveys very seriously. The Keil Centre has made a significant contribution to our understanding of the work pressure issue in our business as well as being a catalyst for continuous improvement." Roger Smith, Director of Projects, PowerGen

PowerGen is one of the UK's leading electricity generation, distribution and supply companies. PowerGen also processes, trades and sells gas, and builds and operates combined heat and power plants. Following its 1998 acquisition of East Midlands Electricity, PowerGen employs over 8,000 people worldwide.

One of the most effective and visible ways PowerGen demonstrates its commitment to the welfare of its staff is via the management of occupational health issues. When feedback from an internal staff survey indicated concern about increasing levels of work pressure, Roger Smith, PowerGen's Director of Projects, was asked to lead a cross-business group to scope the problem and propose solutions. Group members knew that whilst pressure aids performance, excessive pressure leads to stress, which is counterproductive for all concerned.

Roger's working party recommended commissioning a comprehensive objective study of levels and sources of pressure and stress. Given the devolved nature of PowerGen's business, a balance had to be struck between allowing sensitivity to local needs and issues, and the capability to compare results across the business.

Ronny Lardner of The Keil Centre worked closely with Roger and his colleagues to design a Work Pressure Audit, and pilot this with four key groups in PowerGen, totalling 450 staff. At each stage of the process local employees were involved in tailoring the audit, gaining participation from colleagues and feeding back results and recommendations.

The combined results of the four pilot audits have assured PowerGen that levels of work pressure in these parts of their business compare favourably with external benchmarks, and have identified management actions to help ensure this remains the case.

Developing Tomorrow's Leaders

"Not just another training course, it's a way forward! From a personal perspective, I feel that I now have everything that I need to move my career forward. As a Manager, taking time out to reflect and re-focus has made me a more effective leader and the results have been amazing!" Adrian McCabe, Material Control Manager, Compaq

"Inspirational"

"Best thing I have done for 20 years"

The 'Developing Tomorrow's Leaders 1999' cohort is now into the last few months of their programme, and have been reflecting on their journey. The path has not always been smooth as these senior managers have been challenged and stretched. Those selected for this intensive leadership development programme first go through the rigour of improving self-awareness and articulating their own change process, before turning to their leadership role and how what they do affects others.

An important element of the programme is the flexibility that allows senior managers to focus on what is important to them. Some have concentrated on improving upward management or creating more time. Others have developed their team so they can push for a more demanding personal role. "As they move forward so do I, out of my comfort zone." Understanding their impact as leaders has enabled them to change environments so staff feel more inspired, to the benefit of the business.

Which elements of the programme enable these changes to take place? In accordance with their preferred styles, different aspects appeal to different people. Diagnostic tools such as personal profiles and a Transactional-Transformational 360 degree questionnaire give new insights on how the leaders are viewed by others. Learning sets hosted by participants provide challenge and support, and information on how different organisations operate. For some, individual coaching sessions have provided an environment to explore issues they are less willing to share with the group. A universally-acclaimed event was a two-day sessions in Speyside exploring leadership advantage. Taking time in the fresh air and beautiful scenery to reflect on some key questions was for many an inspirational occasion. Still to come is Tango, the competitive, fun, strategic business simulation on managing tangible and intangible assets towards improved profitability.

For more information contact Louise Clarkson at our Edinburgh office.

Safer behaviour at work

The use of behavioural modification techniques to improve safety in the offshore oil and gas industry is on the increase. The industry is seeking new tools to assist in achieving a step-change in safety performance. The UK Health and Safety Executive's Offshore Safety Division and the offshore industry's Step-Change Initiative are interested in identifying the efficacy of these techniques and the characteristics of successful programmes. The need to investigate why some programmes are effective has arisen because their success appears to vary widely. Some organisations report dramatic reductions in accident rates, while others report no improvement. The Keil Centre is working with HSE and the offshore industry to identify key programme features and organisational requirements for the successful introduction of behaviour modification programmes. The project will also develop a model to help organisations select the behaviour modification programme most suited to their requirements and culture.

For more information contact Ronny Lardner at our Edinburgh office.

More competent people - that's what organisations are looking for, according to our recent survey

The survey included 20 successful organisations in manufacturing and service industries, and public and private sectors. Many common themes emerged. External business and market demands are leading to considerable internal reorganisation. Changed ways of working, acquiring new skills, and shifting priorities are placing considerable pressures on people at all levels. But the most significant issue for the majority of organisations was the successful management of cultural change.

Key competencies

To achieve cultural change, almost all respondents regarded identifying and developing competencies for superior performance as a top priority. Although extensively used, research suggests that many organisations are still not reaping the rewards that effective use of competencies can provide. The 'design by committee' approach is not uncommon, where multiple input leads to an exhaustive wish list, rather than well-researched competencies based on a thorough job analysis.

The Keil Centre has worked with many organisations to design a workable set of competencies. Our approach ensures a robust framework which reflects what really makes the difference - in the context of the organisation. Clear behavioural definitions allow competencies to become meaningful and more readily integrated into assessment, performance management and development processes - essential if they are to succeed in effecting lasting cultural change.

Top priorities

Our survey results reflect the dilemma facing many organisations - how to align the needs of the business with the needs of the people who are critical to its success. Inadequate attention to the latter is evident in the morale, motivation and stress levels in a number of the organisations we talked to. In addition to competencies, other priorities for action were:

• research and analysis of underlying issues to inform change initiaties
• people development programme to bring about lasting change
• stress prevention and management programme
• individual coaching and mentoring for senior people

Your needs are our priority

The Keil Centre's aim is to work with organisations to understand the underlying causes of problems and to design solutions for lasting change. Our expertise in organisational, occupational and clinical psychology allows us to work with individuals, teams and organisations to effect the outcomes they seek.

For more information contact Louise Clarkson at our Edinburgh office.

Where do I go next? Individual benefits of career counselling

"Everything has started to fall into place. I'm much clearer now about which direction I want to go in and what I have to do to get there. It has made me think about myself in a new light. I've started trying some new things which are already paying off." Tom Murie, Internal Communications Manager at UDV, after undergoing career counselling.

Our recent client survey highlighted some of the problems which can block individual career and personal development. For example, delayering within organisations has altered the landscape for career development. Hierarchical and structured progression is often inapplicable. People are being asked to take responsibility for managing their own careers, however charting your own route is not always easy when so many features on the horizon are changing. The cost of ignoring the problem can be high. For the individual, uncertainty, frustration and demotivation can result. The organisation suffers if it is not using the talents of its people or meeting their aspirations. By encouraging career dialogue, organisations are more likely to recognise the issues and take appropriate action before it becomes a problem.

One such company is United Distillers and Vintners (UDV), an international business which has undergone considerable change, last year becoming part of the Diageo group. UDV have been using The Keil Centre to provide career counselling support to people at a crossroads in their career, Greg Hunt, UDV's HR Director, describes the business benefits of career counselling as "helping people to recognise and develop their potential. It doesn't make good business sense to have people in the wrong job. We provide development opportunities for people but we encourage them to take ownership of their career development. If the individual is clear and realistic about what they want to do then we are more likely to be able to develop that potential - which benefits the individual and the business."

The Keil Centre provides a confidential service to help individuals take more control in progressing their career or personal development. This process involves an initial discussion, psychometric assessment and tailored individual sessions with a Chartered Occupational Psychologist. The result can be highly motivating.

The confidential nature of the service is clearly valued by the individual, but what of the organisation's concerns that the result may be a choice to go elsewhere? "It's a risk, but if we can't meet people's career aspirations here we would rather they developed elsewhere than hold them back - no-one benefits from that, and the reward in making better use of people's potential far outweighs the risk" said Greg Hunt.

For more information contact Louise Clarkson at our Edinburgh office.