A medium-sized building firm wants to develop a coaching culture following a recent change in management. The current culture is macho, blame-heavy and suffers from a chronic case of ‘knowledge is power’. How can the HR director begin the process of change and win over the board?
Construct UK Ltd is a medium-sized business employing 1,300 staff, mostly construction workers. The management is quite lean, but effective and the organisation has a good reputation in the market for safety and sustainability.
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