Navigating Transformation at James Fisher & Sons Plc
In recent years, James Fisher has experienced considerable growth, partially due to strategic acquisitions that have broadened their capabilities and global presence.
The ever-changing business environment made it clear to the company that investing in employee leadership skills was essential. The decision was driven by the HR and Learning and Development teams, who took the lead in ensuring the workforce had the right skills to navigate and thrive amid all this change.
"We wanted to support our talented workforce. We have such a talented workforce, but we’ve grown as a business through lots of acquisitions where we've bolted on different businesses into a group. There’s never really been any integration or formal development for people managers, many of whom came from different backgrounds."
Adapting to a shifting landscape
With this in mind, they worked strategically with Corndel to use the Apprenticeship Levy to establish a Leadership Academy. The Academy, which includes 3 different levels of leadership development programmes – for first time managers through to the senior leadership team, was designed to give employees the skills they need to thrive.
And it’s certainly done that so far.
Ruth Christie, Product Line Director for James Fisher's decommissioning business, enthusiastically reflects on the impact the Executive Leadership programme has had on her professional journey. "If you can do it, you absolutely should," Ruth says, as she shares her experiences and insights into her time on the Level 7 Executive Development Programme.
The programme couldn’t have come at a better time for Ruth, who recently changed roles to lead change in a business and found the content around change management to be especially relevant.
“The quality of the content exceeded my expectations. It was just so relevant to my role. There was a moment during the programme when, just a week later, a related topic came up in conversation. Before taking the programme, I would have been completely lost in that discussion. However, having recently learned about it on the course, I found myself well-equipped to understand the concept. I couldn't help but think, "I learned about this just last week!" This experience boosted my confidence because I could imagine how lost I would have been if I hadn't taken the course.”
"If you can do it, you absolutely should. The quality of the content exceeded my expectations. It was just so relevant to my role."
Nichola Hewitt, Chief HR Officer, explains that the programmes have had a positive impact on morale, engagement, and performance management. Employee engagement scores have increased, especially at lower levels of management, and managers are now more proactive about their own development.
But the real impact has been felt at a senior leadership level. Laura explains: “If managers have been in a meeting or working on something, their coursework often helps them realise that they might need to do certain tasks differently. The feedback we've received about the strategy and performance programme has been outstanding. Those currently in the Level 7 programme have found it incredibly helpful not only in executing their strategic tasks but also in confidently explaining and communicating their strategies, which is vital at this level”.
Ruth Christie found the ability to talk to her personal coach, Charlotte, particularly helpful, especially as someone who’s external to the business and completely impartial:
“She's exceptionally patient, considerate, kind, and supportive. Right from the start, our one-on-one sessions were personable, friendly, and time well spent. She posed questions that encouraged reflection on my work. Charlotte took the time to discuss specific challenges the business was facing at the time, providing an invaluable external perspective, and offering her insights on how to address these situations.”
Sam Wood, HSSE Advisor for James Fisher Fendercare (JFF), has found the Level 3 programme similarly helpful. “This programme has had a personal impact on me by not only improving my confidence but also increasing my self-awareness. In this last year I have done a number of things outside of my comfort zone, and the increase in my confidence has definitely pushed me in those endeavours.”
Building a successful partnership
The team’s journey working with Corndel was positive and collaborative, providing support and clear communication.
Laura Porter, Talent and Development Manager, explains: “I had been in discussions with Corndel for about 9 to 10 months before we actually launched our first cohort. It was essential for me to ensure that we weren't simply adopting a one-size-fits-all approach, especially with upcoming changes. I wanted to make sure that Corndel’s programmes would align perfectly with our business needs. Throughout the enrolment process, the launch phase, and while collaborating with other PDs, I consistently had monthly calls with Charlotte.
During these conversations, we addressed any areas that required attention. Surprisingly, even with all the changes happening, we are starting another cohort in September. I had initially managed my expectations, thinking we might not get as many participants, but to my pleasant surprise, we've attracted a significant number of individuals who want to join.
I can take partial credit for this, but it's also because those currently going through the programme have been speaking positively about it to their peers. Overall, the relationship and communication with Corndel have been exceptional throughout this process."
Success without the wait
We’ve partnered with over 400 enterprise organisations, and tens of thousands of people within them. Here’s just a snapshot of their stories, showing what’s possible when you give people everything they need to thrive.
