Putting people first at HIsmelt

By Scott Maclean, Horizon Public Relations

Page 3 of 3

The Outcome

In 2002, a follow-up OCI study showed an enormous shift in organisational culture from passive/defensive and aggressive/defensive to more constructive styles of behaviour.

OCI Test 2001
Research & Development by Robert A Cooke, Ph D and J Clayton Lafferty, Ph D
© Human Synergistics International

OCI Retest 2002
shows a statistically significant shift from a defensive culture to a culture that is more constructive.
Research & Development by Robert A Cooke, Ph D and J Clayton Lafferty, Ph D
© Human Synergistics International

"The workplace was like a morgue before we started with Human Synergistics, despite having made one of the most exciting technological discoveries," said Chris Bowers.

"As soon as we began the change process team meetings became more positive and we noticed employees starting to help each other build ideas.

"There was a new sense of fun and openness and a much more professional focus in the way the team perceived and addressed challenges," said Bowers.

As HIsmelt moves towards commissioned production in September 2004 it has already achieved:

• First stage construction of the plant on time and on budget

• Employment of the full construction team ahead of time to allow them to 'build' the culture

• Four venture partnerships with the world's leading steel manufactures.

"Human Synergistics helped us look at the culture we wanted and the behaviours we needed to instil in ourselves and others to reach our construction and long term financial goals," said Bowers.

"There is no doubt Human Synergistics played a huge role in our progress; however, it really was the direction, drive and belief from the top the has made this process and the plant such a success.

"From day one Duncan told us - If the technology is great but the people aren't working then we have nothing."