TUPE Transfer project for a service quality management company
“The results were incredible. The team were a joy to work with, providing constant professional and personal support… I would have no hesitation in recommending Connor and the team to support any business going through change.” – General Manager UK
Our client wished to engage expert support to successfully manage an inflight TUPE project, where they were likely to inherit circa 50 people.
Our client knew that they had a fast-approaching transfer date to achieve. They needed a partner that could help them make progress from a stalled position, had no dedicated internal HR support and needed to plan effectively as they ‘ramped up’ across the business in readiness for delivering the contract they had won.
The approach they had taken to date was not working. They had tried a range of ways to ensure the incumbent would engage and work towards a plan that was effective and made for a successful transfer. In the interim they were having to ‘ramp up’ work to prepare for the changes and to deliver work already in place, which would increase the risk of redundancies, by the time the transfer took place.
They were following the ACAS regulations, whilst utilising their in-house expertise and external legal support. This was being met with resistance and a constant refrain from the incumbent’s legal team.
They therefore needed an expert partner that could deliver an executable plan and legally compliant process that supported their HR and Commercial objectives, enabling a positive onward culture and a workforce that was the right size, shape and experience for the contract they had won.
“Connor listened to what we were saying and understood the issues. They knew a purely legal approach was likely to fail dramatically and they helped me and the team get across why we had to take a different, ultimately successful approach.”
General Manager UK
We were selected to deliver this programme because we were able to share our capability and to show the client we would work with them in finding a way forward that was effective.
Our Programme Management Team ensure that processes are legally compliant, defendable, and focused on getting the best outcomes for all. We also know that the legislation in place for TUPE was not likely to prompt a progressive response from the incumbent. We understood we had to win hearts and minds, focusing on what was best for all and agreeing a plan that all could sign up to.
Our priority was on building relationships, adding value, and building trust. As such, they understood that Connor would not just ‘deliver the work for them,’ but rather that we would become a trusted extension of the team, ensuring we aligned with their culture and values.
We had the expertise in designing an agile plan whereby we could deliver the necessary changes to successfully deliver the right outcome. We were able to show the client could be comfortable in the support we provided and enabled a ‘try before you buy’ solution, whereby we didn’t fully scope the project but added value quickly and took their leadership team through the key focuses and recommendations. This landed well and provided the confidence required.
Our approach was to deliver a programme in phases to help build confidence, relationships, and cultural understanding.
We evaluated our client’s current position in detail, spending time with the senior leadership team to understand what wasn’t going to plan so far and taking a holistic look at resourcing for our client’s ‘ramp up.’
We confirmed an alternative route and refocused the work to focus on the potential employees. This is ultimately what would be measured in a tribunal. This gave each HR team confidence and enabled the legal teams to take a step back.
We advised our client to take the legal support out of the room, which enabled greater success in building relationships with the incumbent organisation and with their HR team.
As a result, all parties were able to focus on what was important, rather than what the risk profile was and how they could individually protect themselves.
“Their TUPE knowledge was second to none. Connor were the catalyst for a successful transition, without them the risks could rapidly have become serious issues for both parties. They were like an extension of the team.”
General Manager UK
What we delivered
Our programme broke down what our client needed to achieve in the short term and the long term, scoping out a 3-phase project plan for a successful TUPE transfer – 1) diagnostic, 2) plan agreement, 3) implementation.
We established key milestones, key relationships and developed a properly time-lined plan for TUPE that would enable the right end outcomes to be achieved. We found common ground with the incumbent business who were relieved by the change in approach.
Our programme built in the core TUPE activities required, but with considerations of risks and mitigations in all phrases.
For this reason, we built the programme in ‘blocks,’ enabling us to review stages, be agile, and adjust when things change.
Each block became the foundation for the next stage of the programme and recognised the criticality of diagnostics.
Working this way meant that the right solution was always identified, plans were aligned to each team, and regular cost reviews were undertaken.
“We always want to do the right thing, and Connor enabled this. To see that they could have such a positive impact on all parties was a relief.”
General Manager UK
The business outcomes
Our programme achieved a successful transfer.
Newly incorporated staff felt welcomed, supported, and able to transfer successfully.
The potential costs/liability was dramatically reduced.
The project was delivered successfully.
It was delivered ahead of schedule, ahead of budget and the key transfers that were required happened effectively.
We worked seamlessly with their team and made sure they were fully informed and supported throughout.
We’ve built a great relationship between the client and Connor that will help us work together effectively on future projects.
What the client said
“Connor listened to what we were saying and understood the issues. They knew a purely legal approach was likely to fail dramatically and they helped me and the team get across why we had to take a different, ultimately successful approach.
The results were incredible. The team were a joy to work with, providing constant professional and personal support. Offering constant reassurance and clarity. I would have no hesitation in recommending Connor and the team to support any business going through change.
Their TUPE knowledge was second to none. Connor were the catalyst for a successful transition, without them the risks could rapidly have become serious issues for both parties. They were like an extension of the team.
We always want to do the right thing, and Connor enabled this. To see that they could have such a positive impact on all parties was a relief.”
General Manager UK
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