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Case Studies

Previous case studies…

Jaxs was Head of HR for a Tier 1 main contractor in the telecoms utilities sector, who’s client was BT Openreach.

She designed and delivered a profit-creating HR strategy. This was not done in isolation: she collated input from key stakeholders within the business ranging from Directors to employee representatives. This was achieved via work groups and 121s, where the main aim was to take time to understand what their key people drivers and priorities were, and tie those to the wider parent companies and shareholders.

This approach not only resulted in key areas to target, but it also ensured buy-in for the plan as it tied directly into the wider business objectives and priorities.

Jaxs broke the feedback down into key themes: Resource, Organisation, Development and Engagement, and then devised varying HR initiatives under each theme to be achieved throughout the year, ranging from manpower planning, task consistency implementation, development programmes and engagement forums.

The key to successful implementation of this plan was linking each initiative to create value add to the bottom line; for example a re-organisation led to a reduced headcount cost; a training programme led to better-equipped staff thus improving efficiency; and an engaged workforce who felt their views/ideas were valued and acted upon went out of their way to seek ways to save money for the enrichment of the wider business.

As a direct result of this strategic approach to people management – coupled with other operational changes – the following key achievements were delivered:

  • Turnover up by £250 million;
  • Absence down from highs of 10% to consistent lows of 1%;
  • Women in leadership positions up by 8 to 29, a 17% increase in a male dominated sector;
  • A Net Promoter Score of 8/10.

Jaxs was the HR lead on a radical business organisational redesign project for a Tier 1 main contractor in the construction sector.

The structural redesign focused on exploiting the businesses project management skillsets and turning the contract from a direct delivery model into a sub-contract model of delivery; in essence this meant instead of directly digging the holes as such, the business would supervise the digging of holes via a network of sub-contractors.

The project was a challenging business vision moving operations to a matrix management approach of operating.

Jaxs’ deliverables under people were a significant part of enabling the change to happen and the business strategy of moving to a profit-making position.

She had to build a plan that would deliver the people structure required to deliver this changed model of delivery.

Firstly, terms of reference had to be set out to define how they would deal with each aspect of people change, then a plan of how they would do it had to be built and finally HR support to assist delivery had to be sourced, ensuring it was delivered to plan, on time and to budget; this wasn’t easy – it was complex and pressurised work!

In the end the business went from 2000 heads to 550, and did so via a process of selecting in, redundancy, TUPE and temp headcount reductions.

This was not easy: the business had an immature supply chain and had to use inventive HR solutions to win through, such as fragmented TUPE. It took Jaxs’ strong understanding of employment law, and how to put it in to practice, and a confidence to take calculated risks to get the project to deliver on the people work-stream.

The organisational redesign was a huge success.

  • Target headcount was achieved 1 month earlier than planned;
  • They won all tribunals claims;
  • Turnover of £350 million.

As a HR lead in a Tier 1 main contractor in the Facilities Management sector, whose client was the Nationwide building society, Jaxs created a best in class people offering that was a “Fantastic Colleague Experience”.

She achieved this through breaking down the key stages of an employee’s employment with an employer and designing a segmented and targeted employee experience that would be delivered via a compelling employment “life cycle”. It was an integrated strategy that minimised dis-conformities across the workplace.

At the same time she was tasked with designing a HR strategy that would build high performing teams. She devised a plan which focused on efficient manpower and succession planning, along with structured training both in job specific and behavioural skills; in doing so, the aim was to help workers be the best they could.

The employee life cycle and its impact can be linked directly to the contractor and the client being named BIFM Awards 2015 FM Team of the Year, a prestigious award issued in recognition of the integrated delivery model where colleagues have cultural alignment focusing on the same priorities under a shared vision.



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