The customer's primary objective in managing the TUPE process was to ensure the transition of colleagues from the previous service provider was as seamless as possible.
By building relationships based on mutual trust and transparency, we ensure that all colleagues are well-informed throughout the TUPE process. By striving to understand colleague preferences, we work closely with each individual to reach the best possible outcome.
Building trust with inbound colleagues across six different contracts has its challenges, and providing clear and consistent communication to all colleagues was essential. Forming part of a chain of welcome events, City organised group consultations, individual meetings (three per person), bespoke induction material and a tailored induction programme, to help new colleagues feel a part of the business.
We conducted ‘we’re listening’ surveys during week four, eight and twelve in the TUPE process. The surveys provide colleagues with a platform to voice any concerns they have, and surveys encourage input into key decisions. They facilitate feedback at all stages of the process. Each and every concern was responded to and all queries were resolved by the end of the twelve-week survey.
- 78% of colleagues were happy or very happy with the TUPE outcome
- 92% of colleagues felt they had the tools to do their job effectively
- 97% of colleagues feel they are treated fairly and with respect
- 95% of colleagues feel they work well together as a team to support the business
Our core values, streamlined processes and commitment to exceptional service are fundamental aspects of being a City colleague. We utilised a top-down approach in order to encourage colleagues to lead their teams by example. Our bespoke ‘ways of working’ workshops were delivered to all DOM’s, AMM’s and Supervisors, focused on applying the company’s values and leadership behaviours. The workshops covered communication (communicating the ‘City-way’), operational responsibilities, providing effective feedback and delivering constructive coaching conversations.
Every individual received a tailored results pack, outlining the key facts and figures within each discipline and division to highlight areas of success and areas of improvement.
Training and development
We deliver a meticulous and self-delivered training programme to ensure all colleagues are fully skilled. Areas covered include:
- Passport to work
- 18th Edition
The implementation of a new refrigeration model created a redundancy risk in the business for ten PPM Engineers. Previous contractors had failed to implement the model changes due to technical complications. Our dedicated team worked tirelessly to find alternative opportunities for the PPM Engineers facing redundancy, successfully placing six colleagues into new positions (two before the formal process and four afterwards).