case study - cloudpay
more likely to recommend MAB as a place to work
improvement to communication (internal NPS)
of employees feel they fully understand the Mission, Vision and DNA
at the Business Culture Leadership Award
CloudPay’s global processing capability had led to significant business growth over a number of years, resulting in offices in multiple countries around the world, with a head office in the UK.
This growth, a deepening of expertise in the payroll industry and the increasing technological opportunities led the Executive Management team to evolve the business strategy to move from a global payroll processing provider to a global payroll platform provider, supported by payroll processing capability. This meant they would be growing even faster, entering new territories and operating out of a number of additional offices globally.
CloudPay had an existing culture that had enabled success to date but had experienced a number of challenges along the way.
The new Global HR Director recognised that the culture and people dynamics were under strain and wanted to redesign the culture in order to improve both employee performance and employee engagement.
MAB was already driving a tech-led change programme to simplify the customer and adviser journey. But the leadership team knew that without a unifying culture, the transformation risked stalling.
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To define a new set of company values which would better fit their new strategic direction and set the business up for future growth. They also wanted the values to be translated into tangible behaviours so that all employees were clear on what was expected from them day-to-day.
Delivered through our award-winning 3-stage methodology:
We quickly completed our CC Culture Assessment Express by reviewing all existing people and HR data, supplemented by a short survey and interviews with people across a range of functions and roles. This included gathering some real stories which identified the impact of employee engagement on business performance – i.e. where the culture of the business was really fueling performance and where it was hindering progress.
Working with the Executive Management Team, we used our Culture Design Programme in a series of workshops and design sessions to shape up the territories for the values, followed by an iterative process to take the EMT on a journey to unlock the final Value set.
As part of our 6Es methodology, to increase employee engagement in the workplace, the EMT were tasked with socialising the new values with groups of employees across the organisation. The aim was to engage people in the future culture, gain feedback and identify any challenges to the workplace values so they could be further refined, as well as to ensure they apply in every country and allow for all national and cultural differences.
Employee Engagement strategies and programmes were developed, including a visual identity for the new values, together with a behavioural competency framework giving employees a clear day–to–day guide of how the values are applied to individual roles at the leadership, managerial and employee level.
Consistently high performance is now in existence across the business globally. 12 months on Cloudpay is going from strength to strength and have now won the Global Payroll Supplier of the Year Award.
Vice President, Cloudpay
Making
Complexity
Simple.
