Case Study A
A large, independent leisure company with over 50 premises nationwide, acquired from various breweries during a period of 6-12 months. This was a start-up type assignment with the added issues of the TUPE Regulations.
Drafting and implementing contracts of employment, handbooks and policies and procedures, including the harmonisation of terms and conditions for many long-service employees.
Designing and implementing a full management system for Health & Safety and Food Hygiene, ensuring the harmonisation of existing procedures to the new company standards.
Consultation and guidance for various disciplinary and grievance issues, as a direct result of the transfer of businesses.
Guidance for Area Managers and the Operations Director on the application and implementation of all issues.
Case Study B
A medium sized, independent leisure company, with little structure for the training and development of employees, no personnel policies and health & safety issues were not managed or monitored effectively. The company had grown very quickly within the previous 12 months and lacked the resources and expertise to address these issues.
Various areas were identified for improvement and development of individual managers, senior managers and the company as a whole.
The payroll system was re-structured to cope with the growth of the company, thus increasing manager's time to deal with other aspects of the business.
A contract of employment, employee handbook and various other personnel procedures were written and implemented.
The design and monthly delivery of a focused induction-training course resulted in improved retention of key employees.
Coaching managers and developing their understanding of all relevant legislation and policies, in particular the management of health, safety and hygiene. This enabled the effective management of health & safety within the organisation, as well as enhancing confidence when the enforcing officers called and guaranteeing incidents were dealt with effectively, efficiently and professionally. To the point that monitoring the due diligence of managers was not necessary after a period of 6-12 months.