Resourcing & People Management

The right people

Having the right people resources was crucial to the success of the Thameslink Programme.

At its peak the Thameslink Programme employed circa 450 direct employees with a further circa  450 resources working on the programme through contingent, contractors and professional services.

There was a dedicated resourcing business partner assigned to the support the programme. This enabled them to be close to the people requirements throughout the duration of the programme.

It was vital to the success of the programme that the resourcing and HR team worked closely with the finance team to fully understand the people requirements and in particular identify and meet the demand for increases in people resources throughout the programme. Through effective resource planning recruitment activities and strategies were able to be planned and applied.

External events

Job fairs were organised to publicise and raise awareness of the programme and attract candidates. Events held in London and Canary Wharf. These locations were targeted specifically with a focus on the disciplines for which were being recruiting for. The Canary Wharf event had a heavy focus on recruiting people from the commercial/finance discipline.

Open days were held at Network Rail offices on which both internal and external perspective candidates could come and talk to current employees on the Programme.

At these events the use of artist’s impression visuals were used on stands and within brochures to help emphasise the scale and impact of some of the key outputs of the programme such as Blackfriars Station and London Bridge stations. One of the factors that made these events so effective and beneficial was the attendance and participation of senior management, as they were able to fully articulate and inform perspective candidates of the vision for the programme.

Attracting talent

At the start of the programme the media attraction consisted of advertising in papers such as the Metro and Evening Standard. As time went on the attraction moved to greater use of on-line job boards. We utilised pool vacancies to create a talent pipelines for future requirements.

There was a proactive approach to monitoring the market to identify areas of focus. An example being targeting of a company with staff of comparable or transferable skills who were downsizing.

The key message throughout the attraction and selection process was what a great opportunity this was to work on a major infrastructure project that would leave a legacy for London. This resulted in being able to attract exceptional talent onto the Programme. Through this clear and consistent messaging, a strong sense of purpose was built within staff on the programme, resulting in an engaged and committed workforce.

During the Thameslink Programme close-out stage, the utilisation of secondments for internal staff and fixed term contracts for external appointments were used. This reduced the risk and cost of redundancies.

Case studies

Maintenance operational readiness

Recommendations for future projects to understand the planning, management and delivery of the recruitment and training for maintenance staff during the operational readiness phase of a major programme.

Employee transition

This case study looks at the Thameslink Programme's staff transition process following the peak phase of the major infrastructure programme.