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Here are a few examples of the assignments our consultants have delivered for clients. To view a case study, just click on the appropriate title.
  • Business recovery
  • Company acquisition and transfer of staff
  • Company restructure
  • Contracts of employment
  • Flexible working refused
  • Fun, feel-good event as a thank you to staff
  • High turnover rate of key skilled staff
  • Internet abuse
  • Job evaluation
  • Learning and development strategy for client-facing staff
  • Management training
  • Multi-activity event
  • New appraisal procedure design and implementation
  • Outsourced HR advice and support
  • Performance improvement
  • Poor sickness record
  • Recruitment of finance department
  • Recruitment of graduate scientists
  • Recruitment of part-time PA
  • Redundancy and outplacement programme
  • Site closure
  • Staff opinion survey
  • Team building event
  • Train the trainer workshops
  • If you're a new or developing company, we can help with all your HR needs as you grow.
    We provide a comprehensive HR service for larger companies.
    We provided an interim manager to facilitate Dictaphone’s business recovery. With the parent company under bankruptcy protection in the US (Chapter 11) and in Belgium (Concordat), we assisted the MD to bring about stability during this period of crisis.

    Our interim:

  • facilitated the sale of Dictaphone by the parent company
  • rebuilt the finance department, following the resignations of all but one staff member due to the turbulent financial situation
  • advised senior management on the restructuring of Dictaphone in Ireland
  • consulted with staff and two separate unions (SMAUI and SIPTU) regarding the restructuring and
  • represented the company as a witness at employment tribunals.
    The Managing Director of an expanding technology company needed some part-time HR support to help guide him through both an internal re-organisation and transfer of staff from a newly acquired business. We provided help in the form of advice, attendance at meetings, one-to-ones with the new staff, reviewing contracts of employment, preparing documentation and integrating HR policies.
    A small recruitment company had recently gone through a period of major growth. Following this they needed to realign responsibilities with staff. We provided support in the form of new job descriptions, new contracts of employment, a review of the benefits package and one-to-one coaching for the new roles.
    A fast growing engineering consulting company had spun off from its parent company in an MBO. One of the main requirements was to ensure that the new company retained key staff and that they would stay committed during its start-up phase and beyond.

    Jim Gilhooley assisted the company in devising motivational terms and conditions, including producing the individual contracts, to ensure that the staff were committed but also would receive the longer-term rewards of success.
    An employee requested to work flexible hours during school holidays. We carried out an in-depth analysis of this manufacturing company’s production output. As a result we were able to advise the employer that they would be within their rights to refuse the request, on the grounds of ‘insufficiency of work’ during the period in question.
    Freestyle New Media Group promotes itself as providing technology balanced with creativity and wanted an event which embraced this vision. As with many new media companies, they had just experienced a period of rapid growth, which had left no time for fun, socialising or letting their hair down. In addition, they recognised that the investment was also an opportunity to inform individual departments about the importance of their role in the internal supply chain and how their output affects other departments.

    The morning started off with a motorised challenge – frantic off road antics – blowing off steam and building team spirit for the afternoon's activities.

    In the afternoon, using cameras, props and a wealth of untapped creativity, each department set about making an extravagant Hollywood blockbuster film, dramatically and humorously detailing the roles of their particular department. Each film served as a light-hearted way to get a message across.

    The edited masterpieces were watched over dinner on a giant screen and top individual and team performers were honoured at a stylish ‘Oscars’ party.

    The day was a massive success and everyone thoroughly enjoyed it.
    This specialist vehicle company was losing a significant number of skilled engineering staff who were necessary for its continued growth. Their departure caused difficulties in meeting production demand and that, in turn, led to increased overtime working and costs.

    Initially, we met all relevant departmental heads and team leaders and reviewed the various documentation and procedures around the recruitment process, levels of short-term sick absence and procedures for dealing with non-performing staff.

    From this research and drawing from previous experience of managing recruitment and retention, it became clear that the staff retention problem was part of a broader issue relating to the effectiveness of the recruitment process and the real motivations of the recruits who had left.

    The company had not realised how much poor recruitment and retention was costing them. As well as lost production, the cost of ineffective recruitment to the company was approaching £40,000. We made ten practical recommendations for changes to their approach to recruiting, the majority which could be implemented quickly.

    This resulted in halving the company's recruitment costs and, even more importantly for the success of their growing business, the quality of staff recruited has improved.
    The finance department of a medium sized global technology company was experiencing a backlog of work. Upon investigation, a key member of the team was found to be spending a disproportionate amount of time on the internet. A disciplinary warning was issued by the company. We also drafted new email and IT policies and explained these to all employees.
    A telecommunications company needed a new job evaluation system.

    The brief was to:

  • review the existing job evaluation scheme
  • investigate alternatives and recommend a suitable option for the client
  • provide a robust, fit-for-purpose methodology
  • provide line managers with the skill to evaluate jobs and
  • recommend the number of grades that would underpin the needs of the business.

  • We found that the in-house job evaluation system had no weightings or points attached to any of its factors. The company was therefore unable to provide evidence to justify any job being in any particular grade. Nor were there any published salary ranges for any of the grades. More than 80 staff with the same job title were receiving different salaries.

    We trained some 40 line managers and divisional HR staff in the process of job evaluation, ensuring that the company has a resource for evaluating new or changed jobs in the future, without recourse to outside help.

    We recommended that the company introduce a new 10-grade structure and establish a strategy for evaluating the non-benchmark jobs.

    In adopting the new structure, and reassigning the benchmark jobs to their evaluated grades, the pay bill at midpoint would be £9,040,756, (potentially saving £781,315 (7.95 per cent) of the pay bill). In rolling this strategy out across the non-benchmark job population we estimate savings could reach £17 million.
    A professional services firm with a reputation for providing quality advice in technical areas was keen to expand into broader areas of client work. However, because their previous training was very technically-based, their consultants were not always confident or comfortable discussing non-technical issues.

    Jim Gilhooley worked with the firm to review their approach to training client facing staff. As a result, a new learning and development strategy was devised giving increased focus to communication, project management and people skills. This was integrated with technical and professional training. We then delivered a range of related training workshops covering these skills.
    A charity asked us to deliver a series of management and personal training modules for managers in its own and related organisations. They needed to improve their skills in communicating with and managing staff.

    We designed and ran a series of half-day modules in recruitment interviewing, leading and participating in meetings, handling staff issues, presentational skills and using time effectively.

    The programme delivered is now a part of the Charity's training portfolio and is being extended to other charitable organisations.
    We were approached by an event management company to help coordinate a client's annual barbecue for 400 people.

    They needed a reliable provider who could organise everything from the venue, through coach transport to fun indoor and outdoor activities. Their aim was to avoid the stress and risk of using multiple suppliers.

    We offered transparent pricing, a lower than average management fee, unlimited telephone and email support, a free site visit and the reassurance of knowing we only work with the very best suppliers, so the event management company was free to concentrate on other essential areas of the day.

    We provided a flexible format, to accommodate unavoidable last minute changes of numbers and also ran a selection of indoor challenges, to offer a break from the sun.
    A global technology company needed an appraisal system that they could link to their pay review process. We designed the new appraisal system, produced an appraisal guide, implemented a new pay review policy and trained all the line managers in the new system.
    We have provided on-going HR support and expert advice to a variety of small businesses including a Harley Street clinic and a Porsche dealership. Such support has ranged from contracts of employment, policies and procedures, managing absence, managing performance and motivating and incentivising staff through to terminations of employment.
    We worked one-to-one with a regional coach within the retail banking sector to improve performance in struggling branches. Our role was to provide support and guidance to enable the coach to achieve her outcomes.

    One of the most successful outcomes was moving a manager on the brink of disciplinary action to becoming a highly motivated branch manager who was able to lead her team with purpose and direction. The coach received much public acclaim within the organisation for this success.
    A water treatment company was about to dismiss an employee due to his poor sickness record. We were called in to investigate and discovered that the employee had extensive personal problems, which the company was able to help him resolve. The employee has now come through this difficult time and his productivity has subsequently increased.

    We also helped by producing a new sickness and absence policy and providing guidance on both short-term and long-term absence procedures.
    During a period of crisis, when all but one department member resigned due to the turbulent financial situation, we helped Dictaphone to keep trading by rebuilding its finance department. Initially, jobs understandably needed to be filled on a temporary basis. Then, when the situation stabilised, we recruited new permanent staff.
    We developed the graduate recruitment process at Rhone Poulenc Rorer’s discovery research site. Our aim was to improve their success rate of attracting and selecting the best candidates in a very competitive market.

    We then facilitated a successful recruitment campaign to hire top chemists and biologists.
    First Call Solutions is an expanding new management consultancy. We recruited a PA for the Managing Director, initially on the basis of 12 hours per week.
    We provided an interim manager to steer senior management through a significant change programme, as the London International Financial Futures Exchange (LIFFE) re-invented itself, moving from open outcry trading to a new screen-based trading business.

    Our interim:

  • facilitated a compulsory redundancy programme to reduce headcount by 200
  • coached management in their personal obligations within the process of change
  • consulted with staff via an employee elected 'Redundancy Consultation Group'
  • managed an internal 'Job Shop' to assist with redeployment and
  • provided an outplacement programme for those at risk of redundancy, via an external third party.
    An independent retail business was closing one of its stores and required our assistance in staff consultation, issuing statutory documentation and providing an outplacement service.
    We analysed the results of Albany Life’s first ever staff opinion survey, consulting regularly with the parent company’s occupational psychologist in New York.

    We then implemented a change programme in response to the survey results, identified key staff concerns, led focus groups to determine the underlying reasons for the concerns and recommended a comprehensive set of solutions.
    Cisco Systems approached us to provide a team-building event that would facilitate a high level of interaction between a large finance team which exists in regional offices across Europe. The aim was to help everyone get to know each other in a fun environment.

    We ran one of our most popular team building events – La Taupe. We created a giant incident room scenario and challenged the delegates to launch a full-scale investigation into finding the mole within Cisco. To further capture the audience's imagination, we got permission to sneak into the Cisco offices in advance of the event and take covert photographs of key personnel to form the suspect list.

    Throughout the event, delegates were awarded with snippets of information about the mole. It was up to them to decide which were real and which to discard as red herrings. The event ended in a frantic head-to-head race between the teams to unravel the mystery and submit their deduction as to who was the mole. The deductions were then read out to an enraptured audience, followed by the elated cheers from the successful team.
    We were asked by a call centre in the insurance industry to run a creative training workshop for their experienced training officers. The idea was to enable them to deliver more effective, creative, learner-centred events.

    The end result was that delegates left their workshops more motivated and retained what they’d learned better.
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