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Case Studies | Research | Useful Links
Local Authority
Background
- Harbour
- Responsible for embarkation and disembarkation of passenger shipping
- Critical security levels
- 2 separate groups:
- Luggage and people movements within terminal
- Car park and traffic movements outside terminal
Problem
- Very seasonal business reliant on temporary workers
- Changes in legislation meant that current ways of working were no longer feasible
- Inflexible weekly working concepts with overmanning at some times and undermanning at others
Outcome
- 5 week cycle for averaging hours
- Amalgamation of two groups to help reduce effect of seasonality
- Analysis of work content to remove inappropriate work which outsourced
- Permanent contracts for temporary staff
Leisure Park
Background
- Major UK leisure park
- Number of rides requiring specific skills to run them
- Large number of returning “temporary” workers each year
Problem
- People highlight only days of the season they are prepared to work
- Skills problems sometimes lead to difficulties in running some rides
Outcome
- People asked to be available for number of roster options e.g. weekend only, weekend + number of weekdays etc.
- This allows a pattern of people presence to be developed
- Skill matrix set up and specific software written to enable accurate skill assignment for each day of a week
Tourist attraction
Background
- Major tourist attraction of national importance
- Consists of:
- museum,
- bars,
- shop
- function rooms
Problem
- Seasonal business requiring vastly different numbers of staff throughout the year meant transient workforce
- Unpredictable work content due to poor vision of advance bookings for functions
- Frequent “out of hours” activities e.g. late night bar openings
Outcome
- Annual hours system implemented
- Large number of reserve hours to take account of unpredictability
- Teamworking introduced
Case Studies | Research | Useful Links |
"The gains not only drew in our costs but substantially improved our flexibility to respond in a fiercely competitive market"
Managing Director, Dawson International Subsidiary Company
"Our Plan 2000 was designed to position Guinness in Dublin as a world class operation. Annual Hours was a central plank of our overall strategy, and Pasfield Curran consultants were able to assist us with their expertise in this area, allied to a wide knowledge and experience of the overall organisational factors involved in a major change programme"
Matthew Murphy, General Manager, Guinness
“With the help of Pasfield Curran we now have a truly flexible workforce which genuinely reacts to daily workload fluctuations to meet customer needs. We now achieve 99.9% service level everyday at no extra cost”
Michelle Cook, Operations Manager, Boots the Chemist
“Operating in an international market where customers must be satisfied immediately otherwise competition will step in, means we must constantly search for new ways of working. Matching workstyle with lifestyle is the key to success. In partnership with our staff and help from Pasfield Curran we moved from 5 days a week to 7 day working”
Kevin Riddett, Operations Manager, Motorola
“Prior to the project we thought we were quite good communicators but the work we did with Pasfield Curran led us to a higher plane”
Tony McGrath, General Manager, Rhodia
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