Service structure
The story so far
WMS was unsuccessful in its bid to win the contract to run meals on wheels services in Wandsworth, London. It is understood that lower price bids for the three contracts were accepted.
The home and office delivery service has got off to a slow start - just two enquiries from prospective new customers. WMS staff have reported seeing the remains of leaflets distributed as part of a high-profile marketing campaign in bins in the targeted areas. Final touches are being added to a new networked computer system detailing clients at a glance with their dietary requirements.
Change always brings uncertainty to any business. The degree to which employees begin to interpret change depends wholly on signals from management.
It was clear to Brian Smith and Len Murrill that Westminster Meals Service (WMS) had to face up to the challenge of an outdated staffing structure which it inherited from Westminster City Council after its management buy-out in February. But in this case it is the management who are the first to admit that the right signals have not been given to employees.
Smith says it's easy to overlook staffing and personnel issues, particularly when other concerns about the health of the business make keen demands on their time. "The client must always come first and we sometimes relegate staffing when it should also be a priority. We must work at that. However, the reality is that if you're short-staffed one particular week, then personnel issues just get left behind."
The management team - boosted by the help of outside consultant Bob Kingsbury, first drafted in at the time of the buy-out - has decided the company's administrative contingent is top heavy.
"We don't need as many as we've got," Murrill says bluntly. "We're not a mercy operation but we're not going to kick anyone out on to the streets. It'll be a case of re-deploying them in areas that suit their special skills."
One such field is leaflet delivery and sales promotions for the new home and office delivery service of ready meals which began at the start of last month.
Management is also concerned that most of the company's activity is concentrated into three vital hours a day between 11am and 2pm, target times for the delivery of all meals. Smith says the kitchens are under-used and other options are now under consideration.
WMS was approached by a prospective client who wanted 5,000 spring rolls a day. But the contract was rejected because it was thought not to be in line with mainstream business.
Employment contracts
Management consultant Bob Kingsbury says there is no reason why WMS cannot convert its kitchen into a small temperature-controlled area and provide a grocery service for essential items for its 700-plus customers. He holds out hope that such a service might, in part, be funded by local authorities.
By far the most important brief Kingsbury has been given is to look at employment contracts - particularly in light of the evolving Transfer of Undertakings (TUPE) regulations. He is also improving communication between management and staff, setting up training programmes and involving a broad base of staff in day-to-day decision-making processes.
"Local government doesn't traditionally encourage such an approach," Kingsbury explains. "Where the application of TUPE is concerned, we have honoured every word of the regulations for all staff who were permanent, temporary or casual employees with Westminster City Council at the time of the buy-out. They all have a written statement of employment. But rather than just throw contracts at people, we felt we needed to sit down and reassess our working relationships first," he adds.
Staff have greeted the effort that has gone into improved communication with open arms. Kingsbury holds regular sessions with small groups of staff to iron out any problems and to provoke debate. But he admits there have been worries over job security.
"In particular, there have been fears about the loss of favourable conditions of employment. So, at all stages since the buy-out, we have kept the Unison trade union informed, although it has complained that we are pushing through change at too fast a pace. Now the staff are coming out of their shells and appear to feel more comfortable about what we are trying to do," he says.
"All along I have been telling staff that my position is far more vulnerable than theirs," Kingsbury adds.
Office management
Kingsbury has been working closely with the person responsible for day-to-day office management, Ann Dawson. She says staff were "frightened and apprehensive" when they learnt a consultant had been brought in. "It's inevitable there will be changes, but I can assure you it's not on our agenda to make people redundant," Dawson adds.
Retraining and refocusing of skills seems to be the path ahead. Dawson has identified the need for more advanced food hygiene training and suggests delivery van drivers may double-up as kitchen assistants and vice-versa when necessary. "When I look at speculative job applications I now look for a capacity to work in both areas. The business will only grow if we can redeploy staff at a moment's notice," she says.
Next month: Caterer returns to WMS in 1 September issue.
