The RailStaff Awards 2024

Nominations for Recruitment Person or Team

Jane Wharam

Said the following about 'Big Plan' Recruitment Project Team:

“Innovation and collaboration

The South East route HR team that worked on recruitment for the Thameslink Resilience Programme (the ‘Big Plan’) changed the way hiring is carried out, with a series of innovative measures that are still bearing fruit.

Why this team?

Sarah Saliba, Lethea Booyens and Chloe Bertenshaw were tasked with working alongside the Thameslink programme team and unions to identify the additional headcount required whilst aligning to the strategic plans for the business. Following successful consultation, 216 new maintenance posts were created across Kent and Sussex covering various roles, responsibilities and disciplines.

The challenges

Recruitment on this scale had never been done before and as the accountability was handed over to the team in June 2018, it was clear that to get these posts filled by June 2019, they were going to need to do things differently to ensure fast, effective results.

It became evident that the business as usual (BAU) recruitment model would not be a sustainable approach in achieving such a challenging target. This approach has habitually been reactive and process driven, which wouldn’t have achieved the desired results. In addition, London has a complicated market, with more competition and a shortage of competent applicants, so the team put forward a business case, which in turn secured funding from Thameslink for the team to be created.

How they performed

Everyone in the team was critical in the smooth running of the campaign and all played a crucial role in collaborating to ensure they met their deadline whilst delivering a platinum level of service.

The team worked with key stakeholders, hiring managers and unions to develop a phasing plan, which ensured they kept on forecast each period, helped identify risks and blockages and enabled them to confidently hold the business to account when actions were incomplete.

They also developed a control board that focused on outstanding and imminent actions, thereby ensuring transparency and professionalism in their dealings with stakeholders.

Channels, tools and tactics used

- Insights tool ‘Horsefly’ was used to better understand the external market

- Jobs boards were shared with the armed forces, schools, UTCs, Government and the internal community

- Additional job advertising was placed on more diverse platforms, such ss mumsnet, to increase diversification

- Targeted ads on social media

- We are recruiting’ ads were emblazoned on vehicles and our track- facing HQ

- Targeted campaigns were undertaken at key London stations via big screens

- Open days and career events were held in collaboration with local MPs, local charities, schools and Armed Forces

- Direct messaging used on LinkedIn to targeted individuals in difficult-to- reach areas

- Internal social media platform Yammer posts were used to increase cross route applications and massive increase in internal promotions across the frontline community

- The team developed the concept of an internal accelerated development programme that engages and rewards top talent

- Regular brainstorming meetings were held to discuss case management and shared knowledge

- Alignment with training was secured in advance of an employee’s start date, making the candidate experience smooth and enjoyable

- The team collaborated with HR colleagues to better recognise the internal community with the use of succession planning

- There was unprecedented support given to hiring managers

Results

180 roles were filled and all are progressing through a training programme. We also now have a pipeline for roles, something we haven’t had before. In fact, 70% of the candidates recruited into the Big Plan roles were from inside the business, which demonstrates how important it is to value our people and make Network Rail a great place to work.

The project was such a success that the recruitment team have rewritten the recruitment strategy for BAU recruitment. They now focus on 4 workstreams to enable them to consistently deliver a platinum level of service:

• Resourcing for the future

• Process and communication

• Attract and retain

• Induction and onboarding.

This will future-proof the resourcing model by ensuring that the team looks ahead and understands its internal and external markets to recruit the best possible talent.

Praise for the team’s work

‘From programme conception, I recognised the recruitment of over 200 front line operatives would have a major impact on Section Manager workload if we followed the traditional recruitment processes. I wanted a framework where every possible level of support was given to our front-line managers, which far exceeded the traditional resourcing business partner model.

We had the benefit of funding and so were able to identify dedicated, high performing individuals who were able to actively support line managers through every step of the process. This proved to be a principle contribution to the success of the programme.

I held the team accountable for development of innovative recruitment solutions that have not previously been used in the route. Again, Chloe, Sarah and Lethea rose to the challenge and it is through their determination, drive and leadership together with the support of the wider recruitment team that this programme has been such a success.’

Michael Gates – Thameslink Project Lead – Network Rail

‘I would say that my expectations for recruitment … have been exceeded and this has demonstrated how persistent and innovative the team have been in finding the correct candidates as part of big plan recruitment.’

Stephen Roy – S&T Section Manager New Cross Gate Depot – Network Rail

‘Recruitment in and around greater London is extremely competitive. We were seeking a specific group of technical employee types against many of the same players in the industry. This team created a very specific way of programmed recruitment campaigns with aggressive targets set with a detailed plan and definitive requirements to enhance the numbers in the candidate pool.

Not only have targets been met, we have seen a very positive impact on our community in the more deprived areas of London. We have used this as a way of promoting our ever-increasing inclusive employee base and raising the positive profile of Network Rail. Because of this, we are rolling out this programme to the whole of the South East route.’

Mark Smith – Interim HR Director, Southern region, Network Rail“