gratterpalm uses HR as a strategic tool for growth
| Pages | 22-27 |
| Date | 28 November 2008 |
| DOI | https://doi.org/10.1108/14754390910920448 |
| Published date | 28 November 2008 |
| Author | Helen Saunders |
| Subject Matter | HR & organizational behaviour |
gratterpalm uses HR as a strategic tool
for growth
Helen Saunders
Abstract
Purpose – The aim of this case study is to show how HR can help an organization meet its business
goals. Investing strategically in HR can result in cost savings, enhanced productivity and improved
customer service.
Design/methodology/approach – The case study feature follows the development of HR at a retail
marketing agency in the UK and its five-year journey from being non-existent to becoming a fully
functioning department with a strategic positioning on the board of directors.
Findings – With a team of 70 people, changing employee legislation and large corporate accounts, five
years ago the organization was at risk as it had no HR function in place. Also, operating in the creative
industry where high employee turnover rates, burnout and job dissatisfaction are common issues, it was
missing out on using its human resources and strong culture to gain a competitive advantage and
facilitate growth.
Originality/value – Putting in place an HR strategy requires buy-in from the senior management team,
and introducing HR for the first time is made easier by involving employees and management early in the
process. In this case, an employee survey,supported by a strong communications program, proved to
be a key tool in highlighting the issues that needed to be addressed by the new HR function and in
providing an ongoing tool for continuous improvement and engagement with employees. Involving
clients and taking into account the needs of external stakeholders further boosts the effectiveness of
people policies.
Keywords Human resource strategies, Human resource management, Organizational performance,
Business development
Paper type Case study
Joining gratterpalm as HR manager five years ago was a challenging proposition –
both for the company and for myself. An award-winning independent retail marketing
agency based in Leeds, gratterpalm creates advertising, point of sale and design for
major clients including UK grocery giant ASDA and sofa retailer DFS. Today,it employs over
100 people out of its Leeds office and has a fully functional HR department. As HR director, I
sit on the main board of directors, and the company also employs another HR executive.
When I joined the agency in January 2003, gratterpalm had no HR function whatsoever.
Originally a family-run business, it had grown, over 25 years, to a team of 70 and had just
undergone a management buyout. This signified a change in direction for the business that
prompted it to look more seriously at functions such as HR.
Although the company was thriving, there was no consistency in the way it handled
employee matters. At the same time, several pieces of employment legislation loomed with
which it urgently needed to comply. As gratterpalm grew in size and took on more sizeable
accounts, many of them for larger corporates, it was imperative that the agency dealt with its
employees on a more professional level. For me, coming from a corporate background as
part of the HR team at United Biscuits, it really was back to basics. There were no contracts,
no handbook, no formal system of appraisal and no induction procedures. Nor was there a
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STRATEGIC HR REVIEW
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VOL. 8 NO. 1 2009, pp. 22-27, QEmerald Group Publishing Limited, ISSN 1475-4398 DOI 10.1108/14754390910920448
Helen Saunders is based at
gratterpalm.
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