Case Studies & Spotlights
The following spotlights were produced for our 2021 report, Creating Positive Culture: Opportunities and Challenges.
Spotlight: Cultural Change Makers
At Sellafield Ltd, Change Makers are a group of people across all grades and roles passionate about role modelling the behaviours outlined in the company’s manifesto and helping others in the business to do the same. They are involved in different projects to help embed the manifesto, engagement sessions and peer-to-peer conversations. All on a voluntary basis alongside their day job.
The manifesto was created from conversations with over 400 people across the business who shared their views of the current culture at the company and discussed what behaviours they wanted to see in the future. With this information the manifesto was written and with the help of nearly 250 change makers engaging with the 11,000 staff, everyone has the opportunity to understand, discuss and role-model the manifesto.
The change makers are essential for the delivery of the nine behavioural themes, the purpose of creating a clean and safe environment for future generations and nuclear professionalism. A small group of behavioural change makers are aligned to each theme and work directly with the CEO’s office and executive team to lead on communication, engagement and tangible actions to embed their themes.
They take an active lead in the business, driving the change that they want to see, which has allowed this positive culture to spread to the harder to reach areas of the company. There is still a long way to go but more and more people are joining the change maker community as they are passionate about making the company as they would like it to be.
Spotlight: Implementing Culture in Performance Measurement
At Capita plc, every one of their 20,000 managers receive feedback against 10 ‘management commitments’. All the data leads to a culture report that indicates whether the manager is creating an environment where purpose and values are understood and lived, and whether employees have a voice. The aggregated data is made available to both the board and employees, so that the company can have open conversations about the findings.
Yearly, one-on-one appraisals follow up on the individual feedback, where 50% of the assessment is based on ‘what’ has been achieved and 50% on ‘how’ it has been achieved.
This new approach has been an important change for everyone and welcomed by employees. The company also offers training to its managers to help them increase performance against the commitments. Altogether, this has led to scores increasing significantly over a period of three years.
‘The culture piece is important. It was completely non-existent a few years ago so employees really welcomed the change.’ Will Serle, HR Director, Capita plc
For case studies, please see below.