Culture shift

When new manager Kenny Pattison arrived at Alnwick in March, the delivery office had been going through a rough patch.

Employee engagement scores were down and persistent cultural issues at the site were affecting morale. Kenny realised that things could not continue as they had, and worked hard with the office’s 51 colleagues to affect real change.

Kenny realised that the best way to tackle these challenges was through a combination of robust procedures and management soft-skills. ‘As a team we introduced a suggestion box as well as an action board – I displayed lists from the suggestion box and actions against them which have been completed, including new annual leave plans which staff requested.’

Through these initiatives, colleagues realised they are being listened to and that their suggestions will be taken seriously. But when it comes to rooting out cultural issues, it was also about how you approach things, Kenny believes. ‘[When] speaking to colleagues in the unit I find it’s easier to speak to colleagues when they’re not happy, rather than escalate it through managers.’

This combination of procedure and attitude shifting has proved a success, Kenny says. ‘Engagement is going really well [but] most important for me was to bring up standards in the unit, and drive up dignity and respect. Enforcing those standards has led to an improved atmosphere in the unit.’  

Workplace coach Mark Bishop agrees: ‘This year is the first time we have had an action group who could put our ideas forward and really say what we wanted as a unit. I feel as a unit we actually have a say in how we can move forward and make changes that benefit us rather than have changes forced on us.’