The aim of this case study is to explore how Norfolk County Council (NCC) has sustained high employee engagement levels against a backdrop of re‐organization, restructure, redundancies and cutbacks.
In 2007 NCC embarked on an ongoing engagement project with Ipsos Mori. The aim was to restructure; align goals with new values; turn NCC into an “excellent” performing council; and have fully engaged staff and unions. It subsequently improved on already strong engagement levels and these are set to assist the council as it moves into its most challenging period yet.
NCC recognized from the outset that engagement needs to be a collective endeavor and this has been, and continues to be, key to engaging its people through turbulent times. Employee involvement underpinned the engagement program, from the initial survey through to focus groups, employee‐defined values and employee‐initiated programs. In turn, employee engagement underpins its change activities.
This case study would be a useful guide to any HR professional faced with implementing major change and looking to balance the need to maintain engagement and motivation levels with the need to make cutbacks and redundancies.
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