How Minstead Trust woke up from their HR nightmare

April 27, 2017
How Minstead Trust woke up from their HR nightmare

Minstead Trust provides training for people with learning disabilities. Since 1986, they’ve been helping people to develop new skills, gain independence, and lead more fulfilling lives.

But while their charity work was helping struggling people to live their dreams, back-office management was becoming a living nightmare. Their haphazard HR processes were stalling their growth, and staff morale was taking the hit.

The charity was bursting with potential, but unable to grow

When Adam Dodd first joined Minstead Trust as the new Director of Finance, the organisation was preparing for massive growth. But while this should have been a time for celebration, employees were instead spending their time trying to hold the ship together at the seams – their internal processes were simply not fit to handle such rapid expansion.

Different people were maintaining different subsets of the same data across different spreadsheet” explains Adam. “Nobody was talking to each other, and data was duplicated all over the place.

And while a typical day in the office was frantic, busy and admin-heavy, the lack of a formal structure meant that real progress and achievement was lacking.

We needed to engage more in the ‘meat and potatoes’ of recruitment and people management

People were demoralised, and organisational performance was feeling the impact.

We needed to grow the organisation quickly” continues Adam, “but our HR department was unable to engage in the real ‘meat and potatoes’ of recruitment and people management – they were mired in admin, and battling with duplicated data.

He says that while people knew what needed to happen, and while they were working flat-out to achieve it, they weren’t getting anywhere. They had no real-time view of their candidate pipeline, and were spending far too much time managing fragmented data.

Adam decided to save his HR department from the tyrannies of ‘busy work’

Adam wasn’t happy just sitting there watching inefficiencies erode staff morale and eat into team results. He decided to save his staff from the tyrannies of ‘busy work’, and steer them towards an outcome-focused workflow with improved visibility of the HR function.

My goal was to empower any manager with a vested interest in their team’s performance, in recruitment, or in any other aspect of people management” he says. “I decided that a centralised HR system was the smartest way to achieve this. It would give people at-a-glance visibility of where we were and where we were going. In short, I wanted ‘joined-up’ HR.

After researching the available options, Adam decided to implement People HR, because it gave him the continuity and visibility he needed to bring his teams together. He says that the true power of the solution was in its ability to let him shape and prescribe best-practice workflows, to deliver benefits that go beyond simple admin gains. The software had an actual impact on the quality of management throughout the organisation.

Attendance is up, and churn is down – turnover has dropped by 25%

Adams efforts paid off, and since implementing People HR, he has reported significant gains in the way Minstead Trust works, and in their ability to grow.

Attendance is up, and turnover is down” he says. “The difference is night and day! Where before we were floundering to make headway, now we are making really strong in-roads into our goals in recruitment and performance management, as well as in areas such as attendance and employee satisfaction.

In the last 10 months, the charity’s headcount has grown by over 50%. Attendance has rocketed, with a 60% reduction in average Bradford Factor score. And staff are happier working for the organisation – retention has dipped by nearly 25%.

I have yet to find a solution that I am not able to implement using People” Adam tells me. “From recruitment workflows and appraisal questionnaires, to interview scorecards and interrogative data queries, there is so much scope to mold the software to fit our organisational needs as we develop and grow.

More about Minstead Trust

Minstead Trust now employs 103 people, and around 60 volunteers. You can learn more about the work they do helping disabled people, by visiting their website.

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