Case study: How embedded HR support helped stabilise a manufacturing site

The challenge 

Following a period of resource gaps and staff turnover, a global manufacturing organisation needed experienced HR support at one of its UK sites. 

Basic people processes had fallen behind. There was no consistent approach to case tracking or case management, employee records needed attention, local HR processes and procedures were lacking, and managers did not have the support they needed to manage people issues effectively. 

Around 42 active employee relations cases had built up, spanning grievances, disciplinaries, sickness absence, capability and performance. Combined with gaps in management capability and HR processes, this was creating significant employee relations and legal risk for the organisation. 

The initial requirement was for experienced support to address the employee relations caseload. However, once work began, it became clear that the site needed broader HR support to manage immediate priorities and put stronger processes in place. 

How we helped 

Within two weeks, one of our Senior HR Consultants was working full-time on site, initially focusing on the outstanding employee relations cases. 

After around four to five weeks, it became clear that additional resource was needed to manage the volume and complexity of work. We quickly brought in two additional HR Consultants, creating a team of three providing full-time support on site. 

Our consultants: 

• Managed grievance, disciplinary, sickness absence, capability and performance cases. 
• Introduced greater structure around case management and tracking. 
• Worked through a backlog of historic pay issues. 
• Supported day-to-day HR activity, including pay adjustments, offers and recruitment. 
• Coached and supported managers to handle people matters more effectively. 
• Provided training and practical HR guidance. 
• Helped introduce more consistent HR processes and practices. 
• Supported the site with longer-term HR priorities and planning. 

Alongside dealing with immediate issues, the team worked closely with managers to give them clearer guidance on how people matters should be handled and when HR support was needed. 

The outcome 

Since the engagement began in May, 34 employee relations cases have been closed. 

New cases have continued to come in during that period, with 32 currently being managed across a mixture of the original caseload and new matters. 

The site now has dedicated HR resource and greater structure around how cases are recorded, managed and progressed. Managers have clearer guidance on what they need to do, how to approach people issues and when to involve HR. 

The team has also been working through historic issues, including a backlog of pay matters dating from the previous year. 

The work is ongoing and there is still more to do, but the foundations for more consistent HR management are being put in place. Progress has also been recognised by the wider organisation, with senior colleagues from its US division commenting positively on the level of HR work taking place and what had already been achieved during a visit to the site. 

The impact 

• 34 employee relations cases closed since May. 
• Three experienced HR Consultants providing full-time support on site. 
• Initial senior HR support in place within two weeks. 
• Greater structure introduced around case management and tracking. 
• Historic pay issues being worked through. 
• Managers receiving practical coaching and support. 
• More consistent HR processes and practices being put in place. 
• Employee relations and legal risks being addressed.

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