… it has to be seen to be believed.

Read an interview, given by Veronica Kumar, Head of people solutions and change, T5, to Human Resources magazine, 1 Feb 2008.

A few juicy bits:

… “We needed to define a new proposition,” says Kumar. Back in 2004 this was what she and her colleagues were grappling with. “We solved it by asking ‘what is our nirvana state?’ – which was to be non-unionised, to deploy BA staff to BAA processes and vice versa – and then worked backwards to find what was an acceptable level of change.”

… Simple things such as having briefing rooms for each team means staff would now be expected to congregate there for 15 minutes at the start of each day, and not be late. Information desks are also to be a thing of the past in T5 (“We don’t want staff just sitting around doing nothing,” Kumar says).

… Heathrow’s Terminal 5 – History in the Making, is a new book by Sharon Doherty, former HR and organisational effectiveness director for Heathrow and Terminal 5. It tells the story of how the people strategy for T5 was run to plan and on budget.

[the book is available for pre-order at Amazon!]