Mo's been working with SHL for a year, following a period of significant change and uncertainty. The leadership team wanted to give their people more meaning and motivation at work and we've been supporting in doing exactly that.
Here, we dive into the challenges that they faced and how a change in strategy has helped their people to be more, together.
SHL are an international company that designs personality, behavioural and ability tests. It is one of the largest providers globally and has offices in around 40 countries, with the highest headcount in the US, UK and India. The majority of employees are usually office-based with a small proportion typically working remotely (albeit things are very different for them at the moment).
It's fair to say that SHL has a complex history with a lot of change. Founded 40 years ago, they were most recently separated from CEB Gartner, once again trading independently as SHL and wholly focused on the talent assessment market.
The company went through a fair amount of drastic change in a short period of time which had a negative impact on the workforce. People were left feeling uncertain and demotivated. They didn’t feel they had any clarity during the changes.
Turnover was at an all time high. 75% of employees had been there less than 6 months at one point. Engagement was low and people were seeking out new roles elsewhere. The general feeling was that they weren’t appreciated for their work and weren’t kept informed about the company’s changes, mission and values. Their loyalty to SHL was dwindling fast and action was needed.
SHL introduced a new leadership team during the change, who brought with them big ambitions to transform the organisation and how the teams operated.
As with any business, the success of this ambition would be down to their people, the heart of the organisation, they needed the buy-in of their workforce to make those ambitions a reality.
Collectively the HR and the senior leadership team realised that they needed to look at ways to improve the employee experience, to deliver more for their people and ultimately make SHL a place their employees were proud to work.
The key challenges were:
- Culture - they needed to transform the working culture and their employer brand.
- Communication - there was a real lack of good communication both from the top down and the bottom up. Staff needed to hear from their senior team to understand what was happening in the business but also needed a voice to share their opinions and ideas.
- Recognition - the workforce were feeling really undervalued for their input to the organisation which was resulting in poor engagement and high churn.
SHL began to prioritise the employee and looked at ways to bring their people together.
One of the first factors was improving the physical environment. New office spaces were planned with all locations moving across to bright, modern, airy spaces. This would be a creative and collaborative space.
Where does Mo come in?
The workforce at SHL needed to be united to achieve great things together. As a large, global business it can be difficult for staff to feel connected to each other. Mo provided the platform for employees to share their meaningful moments.
Mo and SHL worked together with a pilot being launched in India for 6 months before going live to the entire organisation. This was a good approach to test the concept and also allow time for some customisation options. For the company wide roll out the leadership team were heavily involved in the communication plan.
"Employees really appreciate the fact they now have a platform where they can both feel heard by the senior leadership team and also feel connected across the organisation - Mo has bridged the gap between teams."Sulabh Balyan, HR Projects Specialist at SHL
Employees are building stronger relationships across the organisation and have a wider understanding of everyone’s roles and successes.
Leadership buy-in has been imperative to the success of Mo with their CEO Andy regularly sending out moments across the organisation and the leadership team setting challenges for ideas.
The staff have been given a voice and not only are they enjoying being heard, they are providing some fantastic ideas to improve the workplace.
There have been almost 50 ideas submitted by SHL employees and 12 are already being put into practice. Amongst these are ideas on how their CEO Andy can have more presence both internally and externally. There is now a regular podcast series, Talent Talks with Andy as the host and featuring a range of expert guests.
There is also great video and blog content released regularly.
Social ideas like remote yoga classes have been enjoyed by staff globally and improvements have been made to the recruitment process with the concept of ‘drinking your own champagne.’ SHL now use their own assessments when recruiting.
Watching their suggestions come to life has brought a new lease of life to the workforce.
Since the launch of Mo, SHL have reduced staff turnover by 8% and counting.
“Mo has dramatically impacted our culture for the better. So much so, that ultimately our people choosing to commit more of themselves to the business, for longer. We have made continuous improvements in our employee engagement scores, we can see churn reducing substantially and the positive sentiment can be felt in the offices around the world.”Teri Ellison, CHRO at SHL
Senior management continue to roll out campaigns to actively encourage staff to celebrate their successes and suggest new ways of working. Mo has been a strong part of the comms strategy and as more moments are enjoyed face-to-face, they are then regularly shared with the organisation a a group wide celebration.
During these current difficult times staff have used the platform to exchange messages of support to each other. The amount of unique moments shared has increased by 59% as the workforce continue to stay engaged and celebratory of their successes while working remotely.
14th April 2020