1. Case Study – High performance culture
CLIENT CHALLENGE
Normally when we talk about ‘high performance’ we think of the big guys, the companies who have the money and
resources to drive the initiatives necessary to build such a culture. This case study illustrates that you don’t need
size, money and resources - you just need an open mind, willingness to learn and a belief that all employees make
a difference.
A small mining contractor performing civil and mining works for a large open cut coal mine has been experiencing
rapid growth. In just two years the workforce expanded from just two employees to over 70. This was pretty
amazing, particularly when you consider the market over the last 18 months and the pressure from mining
companies to either squeeze the contractor or become owner operator. Struggling to manage all aspects of the
expansion including People, Production and Client Management, the Company Director engaged Confiance to
assist in developing and executing a Business and Human Resources Plan.
SOLUTION
It was a pretty blank canvas, so we started with a business strategy. Where was the organisation headed? What
were its values and required behaviours, the organisation structure and the KPIs necessary to deliver the strategy?
Employee engagement is a critical component of building a high performance culture. Having determined the
required direction for the company, we needed to establish where they were at the moment – did the culture align
with where they wanted to go? Was the style of the leaders in sync with the business strategy? What did the
workforce think about the place? Employees were asked to complete a short survey to provide feedback on the
current culture and to give their input on what improvements could be made. In parallel to this, leaders were
assessed and the structure revised with some new people employed to round out the skills of the senior team.
Furthermore, leadership training was initiated to bridge the gaps in competence. Management were quick to
respond to the issues raised by the workforce who were impressed at the speed of the many changes instigated as
a result of their input. Communication became more regular and the messages, even if some were hard to handle,
were clear and honest.
A key ingredient for the high performance model is communication. Employees, now armed with information about
the state of the business and a sense that they were individually critical to the business’s success, rose to the
occasion. Productivity levels improved above the specifications articulated by the equipment OEMs. Safety was not
impacted – in fact, the company reached 800 days incident free. So delighted with production and safety statistics,
the client awarded the company additional work which has lead to the need for an expanded workforce. The director
of the company has always been committed to giving work to people new to the industry. Only ‘cleanskins’ are hired
and they are trained on multiple pieces of machinery, not just trucks. These new recruits, thankful for the
opportunity, repay the company with loyalty and hard work.
Not only is there a positive outcome internally, but through the development of sustainable and respectful
relationships with suppliers and the community, the organisation and its leaders have built a strong reputation
external to their business.
OUTCOME
This simple and common-sense model has lead to the establishment of a strong performance oriented business
which is poised for further growth despite the downturn in the industry. A good news story which is a testimony to
the confidence, capability and open-mindedness of the owner of the business. A pity some of the mining giants
don’t take a leaf out of his book!
www.confiance.com.au
Offices:
Email:
Level 2, 11 Lang Parade
MILTON QLD 4064
info@confiance.com.au
Tel:
Fax:
Website:
+ 61 (0) 7 3864 0500
+ 61 (0) 7 3864 0599
www.confiance.com.au