Hotel Granduca Austin

When Granduca set about creating an ‘Italian Palace’ worthy of becoming a Leading Hotel of the World, it had to go beyond traditional definitions of luxury to create an experience that was as luxurious as its surroundings…

DUKES London

Once a favourite with the Queen Mother and Diana, Princess of Wales, when DUKES LONDON Hotel was given the opportunity of a fresh start, it had to find a way of creating an energised team that would play to their strengths and bring the hotel’s brand values to life…

Gleneagles

When Gleneagles, the luxury Scottish hotel, decided to do more to pull away from its competitors, it had to develop employees to deliver its brand promise in a way that also exceeded the unique expectations of every customer…

ABB – We Care

When ABB, the global power and automation company, set about increasing customer satisfaction across its DMUK division, a bespoke drama series proved essential to inspiring the highly technical workforce to adopt a much more customer-focused approach…

ABB – Leadership for Managers

To help it achieve its ambitious growth plans for its multi-million pound Power System division, ABB embarked on an innovate development programme. This has delivered significant benefits by getting its managers to instinctively think and act like leaders…

Gatwick Airport

With a new Finance Director in place and pressure on profits, Gatwick Airport decided to implement a change programme for its finance function. Margaret Ewing, the Group Finance Director brought in Hunter Roberts to help instigate the change programme. All transactional roles were to be transferred to a business support centre in Glasgow, whilst new positions were created for a number of Planning and Performance Managers and Decision Support Analysts. This created multiple vacancies across Gatwick Airport.

The Kellogg Company

Kellogg’s went through a process of huge change to develop a clear business strategy, and as part of this process a new set of company values were defined. One of the core elements of the business strategy was the focus on their ‘leaders’, who live the company values and develop talent for the future. In their definition, leaders are people who buy into the new Kellogg’s values and live them every day; who are seen to be credible and consistent by their teams, and cast a ‘positive shadow’.

The Kellogg Company – Coaching

In Kellogg Company the over-riding global strategic goal to be the food stock of choice was translated in Europe as “to outperform the best in the food industry by the end of the decade.” Innovative new products and the ability to leverage excellent brand ideas between markets are crucial to Kellogg Europe delivering its long-term goals. Senior European leaders prepared strategies to achieve the ten year plan, including a vision of the culture, leadership style and organisational capability that would be needed to get there.

Accenture – Development Centres

Accenture has undergone vast change following its rebranding and restructuring and since its floatation on the stock market, its performance has been under increasing scrutiny by the City. Through this process of change, the question of how to best assess employees on their suitability to become Senior Executives has been raised. Historically, promotion to Senior Executive was frequently based on networking and self-promotion, rather than a formal assessment. The business recognised that the assessment process needed to be improved.

Accenture – Facilities and Services

Their business challenge was to improve the quality of services delivered while reducing cost and increasing productivity, in the context of a fast moving high demand high challenge organisational culture. We worked extensively with the management team to specify the required outputs and develop a comprehensive programme of activities to deliver them.

Accenture – Practice

Accenture has been addressing the question of how to best assess employees on their suitability for promotion to Senior Executives. Historically, promotion to Senior Executive tended to be based on networking and informal self-promotion, rather than a formal assessment. The business recognised that the assessment process needed to be improved.

Bank of Maldives

When the Bank of Maldives set out their vision ‘We will lead the way through quality of service and dedication to our staff and customer satisfaction’, they called on the expertise of Hunter Roberts to work with them, on a retained basis, to help develop and implement a Human Resources Transformation Programme.

Chemtura

When global chemicals company Chemtura consistently missed its quarterly business results, it recognised the need to cascade responsibility for achieving overall financial targets down to individual employees…

Dorchester Collection

As the group’s expansion strategy began to take shape, it became apparent that the existing hotels were not taking full advantage of the benefits of belonging to the Dorchester ‘family’. Furthermore, the directors were keen that all staff in each hotel, really did ‘live and breathe’ the Dorchester service values.

Silversea

As a luxury cruise operator Silversea had been voted the “World’s Best” by Conde Nast readers for seven consecutive years until 2003. In that year, Silversea did not win the award and such are the high standards demanded in the business that this led to an immediate analysis of what had happened. It was felt that standards on board the fleet needed addressing and that this could be traced to issues with on-board leadership. In order to regain the number one spot in the industry, Silversea embarked on a number of people and commercial initiatives, using Hunter Roberts to work alongside the business to analyse problems and implement the right solutions.

Puntacana Tortuga Bay

In a challenging and competitive market, the Puntacana directors were keen to win The Leading Small Hotels of the World Award, and to be the first Leading Hotel of the World in the Dominican Republic employing local staff. The directors asked Hunter Roberts to work with them to support them in the opening of the hotel, assisting particularly in staff development and helping the leadership team create the culture and conditions required to achieve this prestigious award.

M&S

At the time of its work with Hunter Roberts, Marks & Spencer Money was struggling to increase take up from its cardholders. Its existing customers were not selecting the organisation as a source of new products such as loans and insurance. There was a need to help the call centre staff understand and identify the sales opportunities arising in their interactions with customers. The particular challenge was to create the call centre teams’ desire and increase their capability to identify up-selling and cross-selling opportunities and close on them.

Hotel Granduca Houston

In a challenging and competitive market, the Hotel Granduca directors were keen to gain formal recognition as an outstanding luxury hotel. They wanted to lead their team to regularly deliver high levels of service excellence. A key target was to conform to the standards to be accepted as one of The Leading Small Hotels of the World.

Cable & Wireless

Over the past few years, Cable & Wireless has undergone massive change, including downsizing and restructuring in order to improve performance. It has expanded into new markets, and exited various countries. As part of these changes, the company decided it needed to re-energise its performance management process, so that its employees could deliver the business strategy effectively.

Barclays

As part of the Barclays Finance Change programme the internal finance function needed to redefine its position within the organisation. The key element of this overhaul was the definition and development of a new role within the business, the Finance Business Partner (FBP), designed to form a bridge between the Finance function and the rest of the business. “The new FBP role is about becoming more of a strategic business partner to internal customers and less of a ‘bean counter’ that is perceived as solely the guardian and presenter of numbers. For Barclays it’s all about changing the role of finance and the way that we work with the business and our internal customers” explains Jill Robinson, Organisational Fitness Manager at Barclays.

Barclays Africa

Barclays Africa delivers a range of retail and corporate banking services, and in recent years the business has shifted from a system of autonomous local management to centralised control. The re-organisation took place against a rapidly changing economic and legal backdrop. The financial services market in the region was maturing rapidly and the business was facing growing competition. At the same time, employment practice was becoming more sophisticated and multi-nationals were under pressure to reduce their reliance on expatriate staff.

BAA – The Gatwick Factor

In September 2008 BAA announced the start of the sale process for its London Gatwick Airport as required by the Competition Commission. In the months following the announcement as the sale process progressed, Gatwick has pushed forward with its development plans. Gatwick is the busiest single-runway airport in the world and the second largest airport in the UK. Its development strategy for the future focuses on the airport’s expansion as a single-runway, two-terminal airport, as it grows to handle around 40 million passengers a year by 2010/2011. As part of its overall strategy, Gatwick wanted security staff to make performance improvements in their operations in both throughput and quality of service for airlines and passengers (in terms of customer service and security) and in compliance to Department for Transport requirements. These improvements would be made by driving behavioural changes, enabling security teams to work consistently across shift patterns.

BAA – Finance Futures

With a new Finance Director in place and pressure on profits, BAA decided to implement a change programme for its finance function. Margaret Ewing, the Group Finance Director brought in Hunter Roberts to help instigate the change programme. All transactional roles were to be transferred to a business support centre in Glasgow, whilst new positions were created for a number of Planning and Performance Managers and Decision Support Analysts. This created multiple vacancies across BAA airports in the UK including Edinburgh, Glasgow, Aberdeen, Heathrow, Gatwick, Stansted and Southampton.

Our extensive client list includes global organisations of all sizes, including:

Hunter Roberts Consulting Limited

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United Kingdom

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