Algeco - Awards Finalist 2022 Case Study

Why did you enter the Awards?

Coming into 2022, we realised that our key focus for the year would be the integration of two recently acquired companies into our business.  However, we were also determined to embed our 2021 “Back to Basics” programme, and to continuously improve our colleague offering. So, with the full support of our senior executive team, we created an ambitious programme aimed at meeting the needs, and exceeding the expectations, of people from the combined businesses.

As a team, we agreed that we would only submit an entry for an award if we felt that we were achieving what we had set out to do.  Our HR Plan and monthly reporting provided clear and objective measures of our progress to date; and we felt confident that we had fully met the standards against the criteria required.

In addition, we felt that the size and complexity of the Integration Programme, alongside other initiatives that we had committed to, had required us to constantly challenge ourselves and each other to operate outside of our comfort zones and areas of expertise; enhancing our personal capability, autonomy and sense of empowerment.  This year, more than ever before, we have had to rely on each other to get the job done well and really demonstrate the key qualities of a high performing team – a challenge that we have all met head on – and which has brought us closer together as a team.

Since submitting our entry, a lot has happened!  Some of the key highlights, and lowlights, are below:-

Lowlights:

• Our July Employee Engagement Survey showed a small downturn in Engagement. Analysis shows that this was mainly due to:-
  • This was the first survey with all three businesses combined. Many of the responses from the newly integrated businesses showed  majority of “neutral” responses, and the comments implied they are reserving judgement until they see what happens further down the line
  • Our new Purpose, Vision, and Ways of Working launched in April, have not landed as successfully as we thought. Our Senior Executive Team are now working closely with their teams to understand how we can make our values etc. more “real” for our people
  • The timing of the Survey coincided with significant changes to systems and ways of working connected with the Integration Programme
• Our Sickness KPI continues to track well above target. HR Business Partners are now working with management teams to understand the reasons for this increase.

Highlights:

• Our new digital Recognition Scheme successfully launched in July, and engagement with this process has been higher than anticipated.
• The introduction of a Salary Exchange Scheme linked to Pensions has successfully completed with 96.6% of eligible colleagues opting to join that scheme (against a target retention rate of 95%).
• We have re-launched our Charities Committee and implemented a Colleague Support Fund, to help colleagues in need due to the cost of living increase.
• We have achieved our Armed Forces Covenant Bronze Award

What would it mean to you to win?

Within our business, the HR Team have been described as “small but mighty”.  We feel that being shortlisted for “The Best People Team” Award has given us confidence and has reinforced our resolve to be the best that we can possibly be – always.  Winning this award, at a time when three business are coming together, would help to reinforce our genuine commitment to making our company a better place to work for all of our colleagues.