Touch transforms the culture at HC-One: New business deals with legacy of poor management and damaged morale

Abstract

Purpose

Observes how a learning program helped a new business created following the collapse of UK care-home company Southern Cross to deal with a legacy of poor management and damaged morale and their inevitable consequences for service quality.

Design/methodology/approach

Explains the reasons for the introduction of the Touch learning program, the form it takes and the results it has achieved.

Findings

Reveals that 24 bespoke courses have been created for the 15,000-strong workforce. There have been 250,000 course completions, taking around 228,000 hours in total. Around £4 million has been saved on training in the first year of the program.

Practical implications

Describes how an effective communication program helped to secure support for e-learning among a workforce that had previously been less tech-savvy than the average.

Social implications

Highlights the particular advantages of the training program for a dispersed workforce where regulatory compliance is an important issue.

Originality/value

Provides the inside story of how a training program helped to transform organizational culture and individual performance.

Citation

Rose, O. and Pollitt, D. (2014), "Touch transforms the culture at HC-One: New business deals with legacy of poor management and damaged morale", Human Resource Management International Digest, Vol. 22 No. 2, pp. 11-14. https://doi.org/10.1108/HRMID-04-2014-0039