Transforming the UK Rail Industry through Employee Engagement and Cultural Change
Jacob Morgan, a renowned futurist and expert on leadership, work, and employee experience shared his thoughts on the failure of employee programmes and the need for long-term engagement. It made me think about where the UK rail industry stands in delivering cultural change.
Despite efforts by the Secretary of State for Transport, Mark Harper, to refocus the industry, poor industrial relations and other challenges have hindered progress towards a more diverse and inclusive, adaptable, and world-class workforce, which is crucial for achieving the benefits outlined in the Williams-Shapps Plan for Rail. Chapter 8 of the plan outlines ambitious proposals for transforming the industry's culture.
To address the cultural issue and ensure proper and full engagement with employees, it's important to create a work environment that values and prioritises diversity, equity, and inclusion. This includes actively seeking out diverse perspectives and ideas, promoting a culture of respect and inclusion, and providing opportunities for professional development and growth.
One way to achieve this is by working in partnership across different layers with collaboration between leaders and employees, cross-functional teams, and even partnerships between companies and community organisations.
By working together towards a shared goal, everyone can be aligned and working towards the same destination. Creating a Universally Successful Destination (USD) requires a commitment to ongoing learning, collaboration, and valuing diversity and inclusion. This can create a work environment where everyone can thrive and contribute to the success of the organisation.
Working towards a USD can help overcome some of the barriers and support GBR in fostering a sense of ownership and investment in the success of GBR, leading to increased morale, productivity, and a more positive attitude towards change and reduce resistance to modernisation. By providing clear communication and transparency throughout the process, GBR can help to alleviate concerns and build trust with employees and their representatives.
A USD can also help to address some of the cost pressures facing the industry. By involving employees in the process of finding efficiencies and streamlining operations, GBR can tap into their knowledge and experience to identify areas for improvement.
However, to be successful, it must be supported by strong leadership, and this means that GBR must invest in its leaders to develop the skills and competencies required to lead a successful transformation.
It also means that the government must work collaboratively with the unions and the industry to create a positive and constructive dialogue, rather than taking a confrontational approach. By doing so, GBR can create a culture of innovation, collaboration and excellence that will help to drive the industry forward towards a USD.
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Why Employee Engagement Programs Don't Work Anymore | Jacob Morgan