“It is not efficient for your staff to blindly obey you. To release their own drive, initiative and enthusiasm in your service, you must inspire them to love you.”
Baron Adelbert Gruner, MY MAN MANAGEMENT METHODS.
CHAPTER 10 MOVEING DEPARTMENTS
DBI Comms collocation to TriComms (Abbey Wood.)
1.Retention of Staff. There are many critical vacancies in Carbonec with remaining staff over-burdened, and dissatisfied in an ever worsening downward spiral. I am running at about 12 critical vacancies – in Engineering, Finance, Business Management/Planning, and Commercial areas.
2. Loss of Knowledge, Skills and Experience – migration of skills. Our business is all about the knowledge, skills, experience, people bring to the task/role. There are few incentives to encourage staff to transfer. If we transfer vacant posts there will a huge loss of knowledge.
3. Enforcement of Mobility People are fearful and recognise that if they find alternative posts they avoid transfer to Bristol. There are concerns that mobility will be enforced and therefore a need to escape at the earliest opportunity. Management have to assume that staff will transfer with their post. But if they don’t the post will essentially be blocked and could only be re-filled when the way ahead becomes clear.
4. Re-location Options/Packages. The options and packages are long, complicated documents and bureaucratic, not people friendly. It is not easy to extract key details for different options. We need to use allowances to encourage interest - instead of turning off interest. For example the new re-location web has long documents but detail. A summarised algorithm is needed to plug the gap.
5.Practical issues of getting to ABW. There is major congestion around NW Bristol, hence staff get to ABW as early as possible. Those considering daily travel will arrive later, but by then car parks are full. This situation will not get better when further staff are based at the site. Needs some imaginative solutions e.g. a park and ride or coaches in from various locations. Some staff have already tried the train, since that may have offered opportunities to work on the trains. However the trains have been very over-crowded.
6.Double Jeopardy. Whilst it is understood there are many opportunities in the Bath/Bristol area there are nevertheless concerns about future employment. Some posts were transferred from ABW to Carbonec within the last two years and now they are going back to ABW. The new initiative has implications for quite a number of posts in the Space Grouping which brings additional uncertainty. Similarly there are various proposals investigating outsourcing activities which brings uncertainty to the existing post-holders. Such staff are likely to be offered only temporary terms.
7.Familiarisation Visits. Feedback from the initial visits is disappointing. These visits should be used to help encourage transfers rather than the reverse. Feedback suggests the visits were probably trying to cover too much. Staff are keen to know about the different areas that make up Bristol and its surroundings. They want to know about travelling options (e.g. train, bus, cycling), where there are good schools, indicative house prices etc. as part of the information gathering process in helping to decide whether or not to transfer, and whether to move house or seek to travel daily.
8.Early
Release Scheme.
This
needs to be a tool to help with the collocation rather than hinder.
The scheme does not run any form of check with IPTLs to see whether
posts are critical or not. It does not even give IPTLs advance
information of the staff selected for Early Release. Forms were
completed some 18 months ago, before collocation was more than a
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