Thales is one of the world’s leading experts in the design and manufacture of software and integrated systems to provide intelligence and decision-making capability to the aerospace, defence, transportation and security markets.
In the midst of continuous change to increase customer focus and efficiency, Thales’s UK HR operation had changed its operating model and reduced headcount, at the same time as acting as one of the lead functions pioneering change in the business. Kathy, Thales’ HR Director, sought our help to strengthen the HR vision, build teamwork throughout the HR function and develop her team’s ability to influence others in Thales.
“Engage every member of my team in creating our vision for the future so it feels real and has meaning.”
Kathy Jenkins, Thales HR Director
What we did
A joint team from Thales and Couravel designed a process that would be both capable of engaging all 160 members of the HR team, and that reflected the HR Directors’ priorities for the HR function.
We banned PowerPoint and, instead, ran a large group structured conversation over two days that focused on how to improve the experience of Thales’ customers. We brought some of Thales real customers into the process, too.
Throughout the process we retained a highly commercial perspective for the HR team, effectively asking, how would HR support commercial performance in the future?
“Has helped us build a shared HR vision”
“Has helped us build a stronger HR team”
During the sessions we used giant visuals. This helped make the experience of each customer group more real and tangible to participants. This meant they could see more clearly how the HR function could impact on the experience of Thale’s customers. People felt more able to put forward their ideas for improvement, and these were captured visually too.
This process meant everyone was genuinely involved in creating the eventual HR vision that emerged. As a result, when we moved into agreeing what action was needed, people felt they had a stake in the future and were able to make personal commitments about how they would contribute to making the vision a reality.