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Change Management: Transport Industry

[We] are working with Silverback in managing major change in our Training Departments. Silverback have demonstrated that they are a professional organisation with extensive experience of training, particularly supporting re-organisation, training programmes, resource management and service provider to a wide range of training programmes. They have demonstrated ability to deliver a high quality service on time and to a very high standard in order to achieve the required outputs, to move our training organisation and delivery service in line with future technology changes. It is a privilege to work with Silverback and I look forward to continuing our professional relationship.

Background

We currently work with a leading transport organisation that keeps London working and growing. With 8.4 million people living in the capital (with an expected rise to 10 million in the 2030’s) the organisation continues to have complex and demanding needs to support this expansion.

The company has to balance delivering services with one of the biggest savings and efficiency programmes in the public sector. Their success depends on Government support, fare payers, developing their commercial income and achieving their efficiency targets.

With over 25,000 employees throughout the organisation, they have over 300 dedicated training personnel supporting a 24 hour 365 days a year infrastructure.

Due to significant changes in the organisation from a growth and funding standpoint we needed to devise a strategy that looked at improving and changing the way they operated to support their users and their workforce. We were asked to look at the training work stream and present to the Senior Management Team on ways to make the training department more effective and efficient.

Solution

We proceeded with a five day scoping exercise, where a significant number of staff members took part in one-to-one sessions. We discovered some internal blockers to the development, modernisation and improvement of the department such as elements of bureaucracy and red tape hindering efficient service.

The training organisational structure required some streamlining, with the removal of traditional training methodology and delivery required, un-coordinated training plans and no learning management system in place.

A document was produced and presented outlining efficiency savings and recommendations for improvements to the Senior Management Team and due to this a re-structure of the training department took place. We provided a Training Partner role to head up the department for 12 months to support this restructure and get the department to a steady state, supporting the Senior Management Team in driving efficiency and effectiveness in the department whilst looking at the long term strategy for the organisation.

Following this we also brought in a partner to review their apprenticeship model and look at what the business needed for its long term skills needs and development of the service. This review has now completed and is being reviewed as part of the larger strategy for the organisation.

Results

Through our intervention we were able to support this complex service in providing a stable and forward thinking training department. With the introduction of processes and procedures to support the department we were able to set the service up to realise the strategy of the organisation.

This project has then progressed to look at individual components of the training department starting with their Apprenticeship programme, the results of which will follow an evaluation in 2016.