People & Culture
Campbell Tickell offers a comprehensive range of services relating to people and culture. Our Human Resources (HR) and Organisational Development (OD) support is grounded in current business realities while aiming to meet future aspirations. We advise a wide range of organisations which typically work with a high degree of public accountability and a commitment to providing social value.
These include all from small entities employing just a handful of people, to those with staff in the thousands; and from the locally focused, to the regional, national, and international. Our clients include organisations working on a single campaigning issue to others delivering a range of services across a myriad of complex and inter-related needs. Our experience is broad, extensive, and rooted in many years of expertise, while that also staying abreast of new thinking and innovation.
Our HR work supports clients with their people infrastructures, including policy, restructure, staff development, and appraisal, as well as investigation and disciplinary/grievance work. Our organisational development work incorporates support in areas such as embedding values, establishing or changing culture (see the CultureScan below), as well as focusing on people behaviour and impact.
Campbell Tickell has an enviable reputation as a key partner in delivering organisational objectives. Our HR and OD work takes a rounded view and is rooted in broader expertise in our wider consultancy fields, such as leadership recruitment; strategic planning; governance; regulation; performance management; people development and engagement; workforce planning; and transformational change.
Ultimately, our goal is to assist in creation of smart, resilient, and outward-looking organisations, enabling individuals and teams to exceed their customers’ expectations.
Why does culture matter?
A positive culture creates better customer satisfaction, performance, innovation, and colleague retention. You name it, culture does the trick. When things go wrong, negative (or even toxic) culture is often at the root. Much business literature majors on the subject, while inspirational speakers can dine out on it every night of the week. In fact, 94% of executives and 88% of employees are of the view that culture is important to business success.
So how good is the culture of your organisation?
For a start, in most organisations the top brass has a rosier view than those at the front line. Not surprising maybe, but not widely appreciated. Equally, there may be more than one culture at work – by office, team, length of service or other defining characteristics.
Secondly, how do you measure it and what is the best language to define culture? It goes way beyond staff satisfaction of course, but what words can best describe the attributes of the desired positive culture for your various workplaces?
How we help
After eighteen months of research, product development and pilot projects, we launched our innovative CultureScan© tool, which helps organisations answer the above questions.
Typically, our CultureScan research involves two phases.
- The first stage is a predominantly quantitative survey conducted via email to understand colleagues’ experiences and where you perform on the scale.
- The second stage is qualitative research through a number of focus groups with colleagues to follow-up on the insights gained from the quantitative data.
What our clients say:
Colleague reward is often a barometer of organisational culture. Does your pay and reward thinking and structures align to what you are saying about being a modern, values driven and responsive organisation?
In this environment the employee value proposition has become so much more important. Organisations face challenges with recruitment and retention and need to build a culture where staff know how they make a difference and feel valued and recognised. Yet the pressure on financial margins means these rewards need to be carefully considered decisions.
At CT, we advise on:
- Pay and reward structures
- Design and delivery of tailored job evaluation schemes
- Dismantling inherited schemes that no longer add value
- Pay and rewards benchmarking, advising through tried and tested robust methodology
- Developing responsive employee value propositions
- Research and intelligence on reward exemplars
- Advice on all aspects of performance related pay
- Equal pay to ensure protection from in-built bias
- Staff and trade union consultation.
Campbell Tickell supports leadership teams, remuneration committees and Boards to make confident decisions in the context of governance accountability. Indeed, we understand that the sensitive issue of executive reward typically garners reputational attention. By developing rounded and robust pay and reward policies, organisations can feel confident that their decisions are rooted in business needs, and all-important principles of equality, parity, and transparency.