Amicus & BERR
This was a joint project delivered for Amicus Section of Unite the Union and BERR (Business Enterprise Reform Regulatory). We worked alongside representatives from Amicus and BERR, and teams from 25 National employers including, FORD, COCA-COLA, The Post Office, British Airport Authority and Remploy.
Why we were required
With the belief that bullying and harassment in the workplace is on the rise, and having a serious impact on the economy, the project was set up to identity sustainable approaches organisations should consider to tackle the problem and share these insights with a wider audience.
Why were Premier Partnership chosen
In addition to experience of bullying and harassment L&D interventions, we were identified as having a highly practical approach and a thorough understanding of the broader management challenges.
We also had the capacity and capability to deliver high volume L & D initiatives throughout the UK, whilst maintaining the highest quality standards.
How customers objectives were met
Premier Partnership was awarded the contract to design, develop, market and deliver 250 days of L & D interventions and consultancy throughout the country on practices and strategies to effectively deal with bullying and harassment and promote the idea and principles of Dignity at Work.
A crucial element of the project was the consultation phase with those organisations due to receive the training – 25 in total.
The facilitators selected to deliver on the project were required to not only be experts in bullying and harassment but also highly knowledgeable in other areas such as:
- Partnership working (to facilitate better dialogue between union, HR and management)
- Change management
- Diversity and employment law
Achieving a Dignity at Work culture for
many organisations requires a complete review of their whole management practices and the facilitators chosen were skilled at diplomatically challenging these.
The programme was built on 5 guiding principles:
- Zero tolerance
- Partnership working
- Organisational issue not individual
- Lead by example
- Early intervention.
The challenge was for delegates to take each of these principles and identify how they should come to life in their own organisation. Action planning formed a major part of the events where the delegates identified possible strategies and potential obstacles to over come.
Major challenges emerged early on as a consequence of a severely delayed start to the training phase. This meant that many organisations were only able to release a limited number of staff or were unable to accommodate any training. For others, the format of a standard one-day workshop (which was initially requested in the tender specification) was unsuitable.
Tasked with delivering such a high volume of training and consultancy in a limited time period, we put in place a marketing campaign to recruit additional organisations onto the programme. We also intensified our consultation so that we could design tailored development events to suit the varying cultures and practices of those organisations able to accommodate any development.
In total over 1200 individuals received the training, representing over 117 organisations throughout the UK. This included organisations such as NHS, BT, British Airways, British Energy, HBOS, Rolls Royce.
Feedback from both learners and organisations alike produced some common outputs. Overwhelmingly they recognised the need for widespread awareness raising of the high level of occurrence and the devastating consequences, and to put in place a strategy tailored to their own organisation.
Addressing such a complex issue cannot be resolved by training alone and the intervention we delivered was highly practical and interactive so that attendees could review the supporting principles that organisations should follow. After the events, over 90% of the delegates had clear plans on how they would cascade the learning and work in partnership with key stakeholders to address the issue in their own organisations.
In total over 1200 individuals received the training, representing over 117 organisations throughout the UK. This included organisations such as NHS, BT, British Airways, British Energy, HBOS, Rolls Royce
Dignity at work Project
Training on behalf of the Health and Safety Executive (HSE)
The Health and Safety Executive (HSE) awarded a specialist contract to Premier Partnership in 2010 following an extensive tendering process. This £2 million pound contract was to provide soft skills and specialist training to 2,400 learners from the Private Sector of all levels i.e. team members, line managers, senior managers, HR Business Partners, Health and Safety specialists.
Influencing Skills for the Office of Fair Trade
It is commonly understood within OFT that improved influencing skills will help to raise the importance of issues, gain action and contribute to the achievement of objectives.
Analysts are a key group within OFT, working in such roles as economists, accountants and statisticians. Their ability to influence effectively is central to galvanising support and generating action. A number of analysts wished to develop their skills in explaining complex analysis to non-specialists, in influencing and persuasion.
Stress Management Training DVLA
We were contracted by the DVLA to design and deliver a suite of 4 stress training courses including ‘Stress and the Director’, ‘Stress and the Line Manager’, ‘Risk Assessing Stress’ and ‘How people cope with stress’.
All products consisted of intranet based pre-learning, one-day classroom delivery and further support through the internal safety team.