Wirral Metropolitan Borough Council: Structure

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Table of Contents

Wirral Council
Drivers for Change
Desired Outcomes
Evaluating Desired Outcomes using the Lewin’s Change Management Model
Human Resource Job Skills and Requirements
Reference List
Appendices

Wirral Council

The Wirral Metropolitan Borough Council made changes in its senior leadership team, and the structure of its whole Council; thereby, altering its organizational structure. This followed the launch of the Wirral Growth Company and the departure of the senior director in December 2017.

Drivers for Change

The three primary drivers for the change were overall based on the need to meet the new ambition for the area. For instance, the Council wanted better project outcomes and more modern change management practices and strategies. Its operating environment continued to change with an array of internal and external drivers affecting the way it delivers its future services. (Wirral Council, 2018) Second, was to lower incurred costs. There were significant financial challenges that the Council faced, hence, there was a need to ensure that resources were efficiently managed at senior level, and opportunities to reduce senior management costs (Wirral Council, 2018). Third, was to streamline the business processes. The number and types of roles required at the management level constantly evolved to reflect the changing organization and external environment; thus, there was a need to create some stability.

Desired Outcomes

The objectives for the restructuring of the senior leadership team and the whole council were to create a more focused senior structure, therefore, developing a more cohesive and stronger corporate core of service to enable, support and to hold accountable the rest of the organization for their delivery. In addition, the Council desired to have closely aligned commissioning and delivery functions by the residents providing clear accountability for the delivery of its pledges and strategies. Lastly, Wirral Council wanted to secure the skills needed to attain its ambitions and eliminate ‘silo working.’

Evaluating Desired Outcomes using the Lewin’s Change Management Model

First is the unfreezing process, which entails the Council, under the leadership of the Chief Executive identifying the reactive internal and external factors pressuring the organization for change. The key to breaking down the status quo is by presenting the financial statements showing how the organization has been spending and the resource challenges that it has been facing (Hussain et al., 2018). Through this, the Council residents were made aware of the high costs that were associated with redundancy in the senior management. Therefore, this will build strong motivation among the Council to establish a new equilibrium.

This is followed by the change process in which the actions that lead to the desired outcomes are enforced. These actions will facilitate visioning by realigning functionality and creating new roles where gaps existed. Therefore, the Council will be prepared for possible future challenges and streamline services, hence, allowing them to exploit the benefits that the Wirral Growth Company will bring. They will be facilitated by the Chief Executive, and they involve (Wirral Council, 2018):

Designing and consulting the new Chief Officer structure with Trade Unions and affected individuals.
Confirming Pual Satoor as the Corporate Director for Business Management and David Armstrong as the Corporate Director for Delivery Services and Assistant Chief Executive.
Agreeing to the immediate external recruitment for the role of the Corporate Director for Economic and Housing Growth.
The Head of Paid Services to revise the salary options
Review early retirement, compulsory and voluntary redundancy options.

After the changes have taken shape, in that, after a stable organization chart has been created, consistent job descriptions established, and the allocation of financial resources streamlined in Wirral Growth Company, the change process is refreeze.

Human Resource Job Skills and Requirements

Why I am the Right Candidate for the Role

I am confident that I will thrive in this position as I possess all the required hard and soft skills about the Associate Human Resource (HR) Business Partner position in Activate Learning. I hold a Bachelor of Arts in Human Resource Management from the University of Portsmouth, through which I honed my professional knowledge, and general critical thinking and problem-solving skills to help cope with the complex regulatory and human environment managed by HR professionals. Also, I am currently pursuing a postgraduate qualification in International Business Management that will further sediment my knowledge on how to apply financial and accounting principles at the HR level.

Moreover, I hold extensive work experience, with the most recent being a Human Resource Assistant. This experience polished my technical management skills as it encompassed several responsibilities that aligned with Activate Learning’s, Associate HR Business Partner (Reed, 2020). These revolve around ensuring that all practices are compliant to labor and employment regulations, coordinating recruitment, monitoring the performance of approximately 50 individuals, and increasing employee retention rates by 15% through the creation and maintenance of a positive work environment. Apart from my impeccable track record is my flawless employability skills. I have a result-orientated personality since a major portion of my work history has primarily comprised ensuring that the company’s employee performance is monitored. Finally, I am excellent teamwork, interpersonal and communication skills. I pride myself on making certain that both my team and senior management receive the right information as it drives better results.

Why I am Ideally Suited for the Activate Learning

Activate Learning’s vision is supported by its core values, which include empowerment, enterprise, connectedness, and transformation (Activate Learning, 2020). Empowerment means that each person is responsible for their work, actions, and results expected by the company. As an individual, I embrace empowerment as I believe that every person holds both unique advantages that can be exploited and disadvantages that can be molded into some better. The second value, enterprise, is connected with empowerment as the former strengthens entrepreneurial culture by allowing employees not only to be actors in group projects but also of their development. By being an objective-oriented individual, I aim to impact the company’s bottom line, which is often to drive up profits.

The third value, connectedness, aligns with my value of better teamwork and work relationship. I consider teamwork to be the building block of any organization, and this is primarily because organizations are made up of several employees and departments (Sanyal & Hisam, 2018). Therefore, it is essential to appreciate the efforts that are put by other individuals as they all share the same goals, which is to make the company profitable. Furthermore, by relating better and communicating ideas and opinions more openly and honestly, there will be fewer conflicts. Last is transformation, which aligns with my principle of continuous improvement (McKewen, 2016). Work is a life-long learning process as we get to learn new things while facing challenges on the way. Therefore, to be at par with the already set objectives, our manner of approach to various actions will have to change as they are always susceptible to environmental, economic, and social factors.

Reference List

Activate Learning. (2020). Welcome to Activate Learning Education Trust.

Hussain, S. T., Akram, T., Lei, S., Haider, J., Hussain, S., & Ali, M. (2018) ‘Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change’, Journal of Innovation and Knowledge, 3(3), pp. 123-127. doi.org/10.1016/j.jik.2016.07.002

McKewen, E. (2016) ‘The benefits of adopting a continuous improvement approach’. CMTC Manufacturing, 8 March. (Accessed: 30 April 2020).

Reed. (2020) ‘Junior/Associate HR Business Partner Maternity Cover’. Reed.

Sanyal, S., & Hisam, M. (2018) ‘The impact of teamwork on work performance of employees: A study of faculty members in Dhofar University’, IOSR Journal of Business and Management, 20(3), pp. 15-22. doi: 10.9790/487X-2003011522

Wirral Council. (2018).Agenda item. Web.

Appendices

Appendix 1: Mind map for Drivers of Change

Mind map for Drivers of Change

Appendix 2: Reviewing the Lewin’s Change Management Model

The Lewin’s model is a three-step process, which includes unfreezing, movement and refreezing. Although the model comprises of a general procedure that is to be followed, more information is required to guide the steps depending on the given conditions. It can help facilitate organizational change and reduce the disruption of structure operations. It is based on the principle that behavior is dynamic due to the existence of opposing forces. The restraining forces restrict change as they tend to push employees towards the opposite direction, while driving forces push employees to the desired direction. According to this model, the equilibrium has to be first destabilized (unfreezing) prior to adopting a new behavior and casting off the older one.

Unfreezing creates an incentive to learn, thereby instigating the second process, change. The agent has to considering the forces playing into effect, and analyze all the accessible choices based on trial error. Therefore, leading to the transfer of a more satisfactory behavior. This is followed by refreezing that attempts to stabilize the new quasi-stationary equilibrium so that the new behavior is protected from reversion. However, the Lewin’s model is facing major criticisms in that it is top-down and management-driven, it operates on the assumption that organizations are operating in a stable state and ignores organizational power and politics.

Appendix 3: Job Profile

Junior/Associate HR Business Partner Maternity Cover

Activated Learning

£25,001 – £30,000 per annum
Contract, full-time

Job role

We are looking for either a talented HR professional looking to develop your generalist knowledge or a generalist HR with some employee relations experience looking to transition into the world of business partnering.

Working in partnership with key stakeholders across the business area, you will deliver a proactive generalist HR support and advice service. You will be responsible for coaching, supporting and guiding managers through all aspects of employee relations, including performance, absence, disciplinary and grievance escalating where necessary to the HR Business Partner with whom you will work closely on more complex issues. You will be joining the Organisation during an exciting period of change and growth, working as part of a Group HR Team providing HR advice and guidance specifically across our Oxfordshire Colleges in Banbury, Bicester and Blackbird Leys.

What you need to be successful

You will have experience in managing your own ER caseload, including issues of absence management, conduct, grievance and capability. You will be comfortable working with data and using this to support hiring managers make informed decisions. Building relationships quickly, providing technical expertise and driving positive outcomes is key to this role.

Benefits of this role

Based predominantly in Oxford, you will be joining a team of passionate HR experts that work collaboratively across the Group and advocate sharing ways of working and best practice. The HR team advocates an open and friendly culture and the opportunity to inspire change within an evolving organisation. Opportunities to be involved in and lead on projects are never in short supply, so in addition to an incredibly varied role, you are continuously developing your skillset and knowledge base.

What are the benefits of working for Activate Learning Group?

Activate Learning – why us?

You will be joining one of the largest Education Providers and will be provided with peer to peer learning, a formal development plan and support at every step of the way to set you up for success. We offer a buddy system, digital induction modules and a close-knit community of experts and managers across the Group to support the sharing of best practice and encourage individual growth. We have extensive technology in place to ensure working for home and flexible working options, especially in these times.

Our award-winning Learning Philosophy has driven new models of applied learning and inspires transformation and aspirations across our employees to make a difference. Generous annual leave entitlements, access to training and development, travel subsidies – bus and train, cycle scheme, onsite parking (first come first served), plenty of public transport options for all sites, discounted membership to the Lifestyle Centre (on some campuses) and Employee Assistance Programme.

Activate Learning is committed to safeguarding and promoting the welfare of children, young people and vulnerable adults. We expect all staff to share this commitment.

Applications are encouraged from all candidates meeting or exceeding the minimum criteria for the role regardless of age, disability, gender, orientation, race, religion or ethnicity.

Activate Learning are committed to employing disabled people and will ensure our recruitment process is inclusive and accessible. We guarantee to offer an interview to all applicants with a disability provided they meet the essential criteria for a role. We will anticipate and provide reasonable adjustments as required and support any existing employee who acquires a disability or long-term health condition, enabling them to stay in work. If you require an accessible format, please contact us.

There is an immediate requirement to fill this position and therefore interviews will take place immediately and ongoing as suitable applications are received.

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