CONSULTANCY CASE STUDIES

 European diversity committee of a global investment bank was keen to promote work-life balance strategy, especially in the UK, given the long hours culture. However, given their 'presenteeism culture', new 360º performance management system, strong emphasis on 'team work' and consensus management style, flexible working seemed a formidable task.

 Instead, work re-design seemed like a logical first step, (rather then pay 'lip service' to a flexible working policy) assessing how to capitalise on technology, research good working practices and actively seek out role models (in senior positions) who practiced some form of work-life balance.

 The request here was for RGMC to develop a training programme for 'managing stress.' However, we agreed that running seminars on 'planning and prioritising' or 'well being' were not going to have any great impact.

 RGMC recommended research into key 'stressors' in the work place through interview and work shadowing. We then developed an holistic programme of individual and team based motivation exercises, together with a 'mind and body programme' providing practical guidance on relaxation and coping techniques.

 Interviewing staff in three of the largest practices (two with over 30% turnover of staff).

 Training reporting partners (managers) in the implementation of the new performance management system.

 Performing a review 6 months after the implementation of the new system and revising the business performance measures accordingly.

 Training HR staff and the committee of practice partners to continue this review process. One year later, there was a 15% reduction in staff turnover reported in the 3 practices researched. The staff annual survey indicated a 50% increase in staff satisfaction with the new performance management system. 30% of staff reported managers were providing more feedback and support. Managers reported a 15% rise in productivity (billable hours), which they attributed in part to the new system.

 Survey conducted (by mail, telephone and interview) into why women were choosing to leave the legal profession in the City.

 The results collated were used to develop a flexible working strategy in consultation with existing staff at the firm.

 The results and outcomes were then used to inform the development of a recruitment campaign, which resulted in the employment of 3 new lawyers and one partner. Their performance in the first year adequately covered the full costs of the research and recruitment campaign.

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