Keith Gibbs

Said the following about IP Track HR Team:

“I would like to recognise and nominate the Network Rail IP Track Delivery HR team.

During the last year the IP Track Delivery HR team have developed and delivered on the IP Track People Plan, as part of a five year journey to transform our organisation. Within a year the HR team have successfully managed our people through periods of significant change and upheaval, and also laid the foundation for all the work to come. They have made a huge, positive difference to the way we work and to the culture in IP Track.

Where IP Track was once seen as a challenging function to work in, HR have created an environment where colleague engagement is up, retention is high and demand for roles is increasing. Track has an engaged workforce with absence rates that are four times better than the Network Rail target and where external turnover is just 3%.

Our HR team have worked hard to develop and significantly improve:

• Health & Wellbeing. Caring for and looking after our people, whilst understanding fatigue has been talked about for many years however our HR team have designed a bespoke reporting tool which is helping reduce the risk of those employees who are working excessive hours. They have linked this to our commitment to improve personal health and wellbeing, and have encouraged Track colleagues to set themselves a wellbeing goal / objective. The team designed and launched a competition across Track to win a “Fitbit” which resulted in over 50 entries, and six lucky winners receiving a personalised Fitbit for their commitments which included learning to swim, running 5km, losing 5 stone in weight and eating a more balanced diet. The HR team have also been instrumental in getting mental health on the IP Track agenda, organising an IP track wide call to support the national “Time for Change” campaign and organising numerous local activities where colleagues have been encouraged to share their personal stories, ask questions and support one another.

• Safety. The HR team are role models for safety in IP Track, clearly demonstrating on a daily basis that safety and performance go hand in hand. Whether it is wearing helmets cycling to work, reverse parking in the bays, teaching and coaching others on the life-saving rules, or making close calls, our HR team work hard to keep themselves and their colleagues safe – even when the audience has been cynical or reluctant to change e.g. on a Track visit in May, the HR team led a number of safety conversations to address safety issues, including giving their own safety glasses to a contractor who’s own were damaged.

• Resourcing. 18 months ago IP Track had a headcount gap of circa 80 roles however at the end of the last financial year the team closed this gap and have since created a pipeline of new candidates including three new apprentice schemes, and an ever growing Track Designer Programme. The number of graduates in IP Track has doubled from last year too, however the key statistic which has had a significant impact on our business performance is that the average number of applications per role has increased to circa 14 per role advertised, up 30% on last year and with 70% of appointments made to internal candidates.

• Charity. Without doubt the HR team have pioneered and led the fantastic fund raising charity and community work the wider Track team have undertaken. The team have made it their mission to develop and lead our charitable and community efforts and show how much we care for our communities, our passengers and our neighbours. The team have been absolutely instrumental in driving us to meet and then exceed our Track Charity Challenge, originally set to raise £100k for Clic Sargent our Charity Partner, but raised to £200k. In just 18 months Track has raise over £170k. The HR team have asked, persuaded, cajoled and at times begged Track colleagues to join in activities as wide ranging as head shaving, marathon and half marathon runs, cycle challenges, golf events, cake bake sales, football matches, abseiling and even wig wearing to name just a few. They have made sure the challenges are accessible to all and not just those with physical prowess; personal achievement takes many forms and some of the most memorable events have involved participation from across our diverse and geographically spread team. In total 21 different charity activities with more than 150 Track employees directly involved, circa 25% of our employees.

• Recognition. Promoting success has contributed to positive media and internal communication coverage, building the Track brand and winning a number of internal and external awards. Track were nominated 70 times in the IP Aspire awards, with 12 shortlisted nominations, two highly commended and one award winner…and the HR team has also received two internal HR awards for their charity work and for their work on the insource of the AmeyColas High Output organisation design earlier this year ( see below).

• Communication. The team have implemented a targeted communication approach across IP Track improving penetration and readership of communication from circa 50% to over 70%, and led the design and development of our bi annual leadership conferences, “Leading with Pride”, where delegate satisfaction has risen and attendance improved. They’ve also been instrumental in the design and delivery of our Track strategy on a page, a key communication tool for everyone working in our business.

• HR capability. The HR team has grown over the past year from three to seven, recruiting high achievers who have delivered quickly, and developing team members with two successful promotions to roles outside of the team.

• In addition to all the above, our HR team have embedded performance management where monthly one to ones and regular talent reviews are now seen as business as usual.

And finally, our HR team was instrumental in managing the TUPE transfer of over 500 AmeyColas colleagues to Network Rail. This was a huge undertaking where all the transferring employees needed and expected to be paid correctly on transfer. Building a bespoke payroll system to accommodate 29 contracts with radically different terms and conditions was no easy task. The results were fantastic, over 85% of the transferees successfully logged into e pay and only a handful of queries on hygiene factors were raised. This helped create a hugely positive first impression of IP Track and of Network Rail and facilitated a smooth transfer of 503 colleagues to our teams. As well as creating two Alliances and developing working practices that span Network rail and our Alliance Partners including creating a resourcing approach where the best candidate gets the job irrespective of who they are employed by.

On a personal level the team are professional, supportive and incredibly dedicated – they are seen as role models for the Network rail behaviours and their commitment and enthusiasm for their role in IP Track is commendable.“