Managing A Major Organisational Change Programme
Background
In responding to ongoing pressure to drive efficiencies, the Driver and Vehicle Licensing Agency (DVLA) agreed an ambitious set of corporate objectives to radically improve performance and cut operating costs. The resulting Organisational Change Programme (OCP) affected all 7,000 Agency staff.
CMC's Approach
CMC advised DVLA on adopting a programme management approach in order to ensure different project-streams were strategically aligned.
CMC provided the Programme Manager, who led an internal team supplemented by consultants. The programme was managed according to MSP & PRINCE2, using Prosci® change management methodology. An integrated project portfolio was designed to deliver new capability including:
- Job Families – introducing professionalisation in line with Professional Skills for Government and moving from a grade-based to a role-based organisation
- Job/Team Redesign – empowering transaction/casework officers to influence workflow and quality.
- Management Restructuring – de-layering/re-focussing the manager role, ensuring the best people managers were in the right jobs, enabling succession planning and headcount savings.
- Pay and Reward – revising pay structures to reward the application of skills/competencies and high performers.
- Performance Management – revising performance management arrangements to support the required changes and reduce absence levels.
The programme required careful handling since there was:
- Little track record of people-related change being co-ordinated strategically across different business units
- A complex set of external dependencies, such as the new DfT shared services centre in Swansea
Outcome
- 20% reduction in management numbers, improving communication and organisational agility
- Significant productivity improvements (20%) from the job/ team-redesign
- Transition from generic grade-defined jobs to professional skills-defined roles and job family-based career structures
- Development of a rigorous, skills-based performance management regime.
"CMC has been an instrumental part of the Organisational Change Programme at DVLA since its inception, providing leadership when required, programme and change management practitioners, specialists and best practice advice. Their consultants have fully integrated, to the extent that we regard them as part of our team and I believe that they have always acted in our best interests.
"
Louise White, Assistant Head of HR, DVLA
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