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Case Studies

Brief Case Studies

Some examples of how we work with clients, tailoring our programmes to fit with their requirements, budgets and existing organization/management development strategy, together with outcomes.


Large County Council

The challenge:

This Council was faced with the need to make significant savings to their budget without loss of quality of service. Some services would need withdrawing, but the remainder would need to be delivered to the highest standards with fewer people.

Our involvement

2 senior members, HR/Public Health, attending our 2 day Masterclass in Personal Resilience.

All 350 managers attended the in-house programme on the Manager’s Role in Resilience.

Invited to present a seminar to the top team on the role of leaders in the WellBeing and Performance Agenda, with a focus on the leader’s role in resilience. This was followed by commissioning our eLearning programme on Personal Resilience, available to all 9000 staff.

This was followed by another session with the top team on The WellBeing and Performance Agenda, which is the agenda the Council is assimilating into their own organisation and leader development.

Outcome

Our programmes and work with them have directed and supported the successful implementation of their strategy for wellbeing and performance.

Comment from Corporate Director:

I want to thank you for your excellent session last week with our senior team. It went down extremely well and I certainly came away with some tools and techniques which will help me in my new role. More importantly, under your guidance, colleagues had the time and space to reflect their personal resilience, and that of their teams.

District Council

The challenge:

The Council is going through restructuring. A high proportion of the workforce have been there for a long time and are apprehensive about change. They have a new enlightened CEO who is encouraging management development and is open, supportive and encouraging to the L & D team.

Our involvement

Delivered regular Strengthening Personal Resilience Programmes for their staff. They are intending to have our Manager’s Role in Resilience programme once other major change has settled down.

Outcome

The workforce has been provided with the tools and techniques for strengthening personal resilience, which hasn’t removed the upheaval and challenge of change, but which has helped them feel more confident and positive in themselves about the future.

Comment from the client

We have had excellent feedback on the resilience training, it really does seem to have helped our staff and met a need in the organisation.

NHS Leadership Academies

The challenge:

To provide motivation and support to new graduates from the NHS Leadership programmes.

Our involvement

Several workshop sessions (with an overall audience of several hundred leaders) on topics such as the WellBeing and Performance Agenda, Personal Resilience, Psychological Responsibility, Adaptive Leadership with a focus on enhancing performance within the NHS.

Outcome

An important addition to their leadership development programmes.

Comments from one of the many deliveries:

“Better than a TED talk”

“Excellent presentation, made me want to learn more”

“Loved this – he was fabulous and really made things simple to understand, and engaged us throughout the presentation”

“Very insightful, wellbeing and performance framework training should be provided to all CPFT Leaders”.

NHS – work with many trusts

The challenge:

To counteract the impact of NHS culture and excessive demands on the workforce.

Our involvement

Numerous keynote presentations of the WellBeing and Performance Agenda, and workshops on Resilience, the Manager’s Role in Resilience and other topics throughout the UK.

Train the trainer masterclasses for different parts of the NHS in England and Scotland; training up learning and development, organisation development specialists to deliver our resilience programmes and work with their organisations to adopt the WellBeing and Performance Agenda.

Outcome

Our programmes play an important part in the task of supporting and transforming the NHS, a huge challenge given the enormous pressure on people’s time and the over bearing culture of the NHS.

Comments following Personal Resilience deliveries to 3 different trusts:

MANY thanks again for an excellent day packed with stimulating, culture-changing and thought-provoking stuff; a veritable goldmine. Now the task is to take on the intransigence of NHS culture......

This is the best Start The Year to date
Efficient? – Yes but also entertaining, engaging and relevant to a professional audience
I liked the instructions on personal control! I’ll try that with my team
Good range of topics
Gives more thought as to how you are perceived and how others see you
I found the advice on coping strategies really useful
All of the workshop was delivered in a personal and professional manner
Excellent speaker!
A good balance of theory and practical exercises

The feedback I have received from some of the trainers who were there that day has been very good. In particular one Trainer who spoke with me told me how he found himself sharing and talking about things he would never have said out loud before. You have obviously made people think within their inner feelings and thoughts in a very powerful way. Thank you again for that.

Graphical results produced by organisation asking these questions:
1. To what extent do you think you will be able to apply aspects of the workshop to your everyday life? - on a scale of 1 = not at all, through to 5 = very often

2. Would you recommend this workshop to your colleagues?

A Northern NHS Trust

The challenge:

The Trust is about to embark on a major reorganisation programme. Staff have been with the Trust their whole career and there is a lot of concern and worry about the impact the changes will have on themselves.

Our involvement

Provided Train-the-Trainer certification for the members of Learning and Development on Strengthening Personal Resilience and the Manager's Role in Resilience.

Outcome

Licensed trainers are already feeling the benefits of creating more resilience within their teams. They manage their time better and take responsibility for their own personal wellbeing. Trainers have begun to roll the personal resilience workshop out to the workforce. It is early days but so far has been very well received, particularly the Psychological Responsibility model, to the extent that every person who has attended a workshop will receive a badge showing the Psychological Responsibility Model.

Housing Association

The challenge:

The top team was experiencing difficulties in working together, which led to a break in communication with the executive team. This organisation was, already, in the top 100 companies. The challenge was to develop the top team working and to create and sustain a strong and productive working relationship between all levels of management.

Our involvement

Started with a period of discovery of the issues affecting the top team. Recommended action was carried out. Workshops with the top team on the Wellbeing and Performance Agenda in order to clarify issues around desired culture and leadership style, and agreeing their content and processes of implementation. This was followed by a series of workshops combining the top team with the executive team on the elements that form the WellBeing and Performance Agenda; addressing each element and agreeing the processes for their implementation.

Outcome

The organisation is now significantly more integrated in its leadership and management processes, and capable of flexibility and adaptability, enabling it to successfully implement a number of substantial projects. The culture is vibrant, energetic and a demonstration of the success of the principles of the WellBeing and Performance Agenda.

Island Government Organisation

The challenge:

The Government is engaged in building up the psychological wellbeing of the workforce, realising that this will enable people achieve better performance.

Our involvement

Participated in various wellbeing events. Delivered a keynote talk on the Wellbeing and Performance Agenda, alongside a presentation by the current President of the British Psychological Society, at a conference organised to launch the initiative on wellbeing. Head of Health & Safety attended one of our 2 day Personal Resilience Masterclasses.

Currently, there is a new push to encourage workplace wellbeing and performance within the island’s organisations and we are delivering more work around resilience for a combined Chamber of Commerce and Government audience, plus additional sessions for the Government senior leadership and management teams. Intention for internal champions team to undergo the Train the Trainer Programme.

Outcome

This current project is at an early stage, but with their dedicated approach and the involvement and backing of senior management, the prospects are looking bright. Comment from Head of Health & Safety who attended our Resilience Masterclass: Firstly I want to say how much I enjoyed the course and have been telling everyone! I also feel that it has focused some questions in my mind in relation to the current managing attendance and the overall engagement /performance management agendas.

Agricultural College

The challenge:

The merger of two Colleges, one with strong results and smaller; the other with weaker results and larger. The merging of culture and approaches. The recovery from several years of poor behaviour of a top level manager that has severely dented the trust of one College with the other.

Our involvement

To help develop a culture of commitment, trust and engagement, that is the essence of the WellBeing and Performance Agenda. To make overt the Psychological Contract.

Initial work with the top team, followed by a series of workshops with all the managers on each of the elements of the WellBeing and Performance Agenda.

Outcome

On going support still being provided, but sharp change in the development of trust between the Colleges. Some way to go for both Colleges to feel parity between each other. Good ongoing progress.

International Legal Organisation

The challenge:

Lawyers working to demanding targets, and expecting further, more demanding, targets to come. Uncertainty about how the workforce will cope with the increasing demands on their time without adding resources.

Our involvement

Delivered a number of Strengthening Personal Resilience Programmes, followed by Manager’s Role in Resilience Programmes. They have their own ILM accredited management development programme in operation, and to fit in with this, the unique requirements of the legal profession and very time pressured people, the Learning and Development team attended a 2 day masterclass to enable them to deliver the training themselves. We provided a number of assisted sessions to help embed the process.

Outcome

Lawyers and workforce have been/are being provided with the tools and insights about how to strengthen resilience and cope with increasing demand, realising that the issue is fundamentally a cultural and mathematical challenge.

Global Assistance Insurer

The challenge:

Substantial changes in the company by merging UK and French operations, and the adoption of French workplace culture on the UK based operation.

Our involvement

Working with the top UK team on the leader’s role in the resilience of the organisation and the workforce. Followed by workshops for all the senior UK managers on the role of managers in the resilience of their teams.

Delivery of train the trainer masterclass to internal champions for them to be able to cement into practice the triggers for making the workforce more resilient against the changes taking place within the company.

Outcome

A recognition of improved confidence in the leaders and managers of the UK business.

Global Pharmaceutical Organisation

The challenge:

Changes in the pharmaceutical business included an acquisition in the US, and the need to merge the cultures of the companies involved.

Our involvement

The delivery of the personal resilience programme to several hundred employees in the UK, USA and mainland Europe. The programme adapted to the different cultures.

Outcome

Satisfaction levels were 4.7 average on a Likert Scale of 0 to 5, (5 being excellent).

Occupational Health and Medical Screening service (Germany)

The challenge:

A company specialising in offering medical screening for executives wished to offer some stress prevention actions to their clients

Our involvement

Working closely with the Occupational Health Director; translation of our Guide to Personal Resilience and Questionnaires; training of the occupational health doctors in personal resilience.

The provision of our materials and programmes under licence.

Outcome

Concepts gradually being introduced. Licencing agreed for the translation of the Resilience ELearning Programme into German.

Large Power Company

The challenge:

Highly pressured 24/7 engineering organization. The MD had experienced burnout and been off sick with stress, as had some of the senior managers so they were keen to do something for their managers and workforce.

Our involvement

We ran a Masterclass for selection of Directors, followed up with a series of personal resilience workshops for senior managers. We then provided train-the-trainer training to their resident HR organisation who then rolled the programme out throughout the office staff and engineers.

Outcome

These were the summary outcomes recorded graphically by the consultant we trained for 12 deliveries to mostly technical manual workers, not pre-disposed to soft skills training and for whom their work generally did not cause them stress (could sometimes entail hot-bunking in a caravan xx days on, xx days off) – it was their domestic life that was often the principle cause of their stress.

Global Energy Engineering Company – HQ in Denmark

The challenge:

Requirement to deliver a global resilience programme.

Our involvement

Their global HR Consultant attended our resilience train the trainer programme.

Outcome:

This was the feedback to the consultant delivering MAS material, in her words:

A group of 15 in the USA. All Americans. They were very positive.

A group of approx 12 in DK. Half Polish, half Danish. All but one very positive. The one who wasn’t is a person who is over confident and does not always behave constructively towards his colleagues.

A group of approx. 16 in India. They were extremely positive and appreciative.

A group of approx. 12 in Germany. Half German, half Slovakian. Most of them positive.

The Chinese group were extremely appreciative of the resilience program. Much like the group in India. These countries are not used to getting “soft skills training”, so I think that plays a part.

They are so eager to learn new things that come their way.

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