Wrexham County Borough Council Case Study



Case Study Summary

In this particular case study, the artist - Niloufar Bakhshalian - describes her approach to painting Wrexham Guildhall, in the podcast below.

Podcast

Client situation/challenge

Wrexham County Borough is a local government principal area centred on the town of Wrexham in north-east Wales. The county borough has a population of nearly 135,000 inhabitants. The Council’s purpose - to ensure that the people of Wrexham are supported and enabled to fulfil their potential and to prosper – is delivered with a workforce of 6000 and an annual budget of £224 million

  • Wrexham wanted to become a more agile, change-able organisation to meet its challenges now and in the future. As such, it wanted to discover more about the dynamics of workforce performance
  • There was a growing realization that earlier staff surveys were too ‘static’ in the way they reported information and did not provide the quality of insight required to bring about the cultural changes needed at Wrexham
  • By breaking with tradition, Wrexham wanted to find out more about the things that had most impact on an employee’s work experience and performance.
    • The ‘personification’ of Wrexham – one of the ‘lenses’ available through the TEDD® methodology – was a novel way to examine the employer brand and inform an ‘employer of choice’ strategy.

    Response

    • TEDD® was deployed across the organisation and captured approx. 1000 employee responses.
  • The free text survey responses were very rich and revealed a wealth of insights expressed through personal accounts that were clustered into a number of main themes.
  • These were analysed and presented using sentiment weighted, thematic analysis to draw out key insights.
  • Blending this data with other sources from the TEDD® methodology produced ‘performance recipes’ and areas where Wrexham could improve its employer offer to extend and deepen staff engagement.

    Benefits to the client

  • The insights were used to prime conversations for change with the senior leadership team and heads of service. This type of feedback was a useful way of discussing tensions in a non-threatening way. It helped participants swap ideas and suggestions about new ways of talking about the employment deal.
  • Using the analysis, Wrexham developed action plans at organisation and service unit level, which focused on TEDD improvements that would deliver the biggest benefit to workforce performance.
  • Wrexham assisted the development of new ways of presenting the findings graphically, thereby improving the design and delivery of reports.
  • “TEDD© represented a new approach to the measurement of workforce engagement. The combination of rigour, cost effectiveness and the backing of the LGA inspired confidence to try this new approach”

    Elaine Lacey, Organisational Development Lead Officer, Wrexham County Borough Council