The client

Our client is a UK-based national broadcaster. 

The challenge

A broadcaster was undertaking a major organisational transformation project. As part of the project a benchmarking assessment by KPMG revealed that a new HR model was required and to achieve this the company needed to redefine the roles, responsibilities, and structure of the HR department.

The ultimate objective was to split the existing HR Services into HR Operations and HR Administration and to integrate Talent and Resourcing into a newly formed People Capability function.

The broadcaster recognised it needed an experienced project manager within their team to sustain executive support and enable the rapid completion of the HR transformation project. The project manager needed to be aware of business as usual but focused on removing obstacles and making change happen using best practice project management.

They decided a specialist change resource was the ideal solution and asked Change Associates to help.

What we did

Change Associates identified a highly experienced Change Lead from our associate network who brought many years’ experience and a comprehensive understanding of cultural change and business transformation.

She set up a Project Management Office (PMO) and identified the project and portfolio management tools to ensure project management standards were met and that projects were delivered in a consistent way.

This framework was integrated into the broadcaster’s existing project planning and delivery approach.

By working closely with the Programme Director and the Workstream Leads, our Change Lead developed a new HR model in which HR accountabilities and structure were clearly redefined to align to the strategic planning of the business and the wider organisational transformation.

A series of workshops brought the new model to life and introduced it to the wider business.

The results

  • The new HR model was in place within the agreed timescale and budget.

  • We ensured an effective handover via the workshops and by providing a briefing and comprehensive documentation back to the Programme Director who would manage the process in future.

  • The client commented that we had brought rigour and consistency to the project by creating a framework that could be used by the HR transformation team.

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