HR & Payroll Strategy

Customer Background:

The Gala Coral Group (GCG) formed after the merger in 2005 of Gala and Coral Eurobet forming a company with established brands and gaming businesses both online and on the high street. GCG provide gambling through a number of channels including bookmaking, Bingo, Casino’s and online.

Through acquisitions the group now have in excess of 1700 licensed betting offices and is the UK’s largest Bingo Operator.

(www.galacoral.co.uk)

Scope / Deliverables:

Engaged in 2008, Dragonhead Consultancy Ltd were requested to review the existing HR& Payroll processes and provide recommendations to the Gala Coral Board in their approach to widening the current offering.

 

Gala Coral had recently undergone a merger of the two businesses and were undergoing a period of business change, impacting a number of divisions and head office services. Dragonhead Consultancy Ltd engaged the business with a view to delivering:

  • Understanding of the existing business processes across the business
  • Identification of risks / issues in the current operation
  • ‘To be’ process recommendations
  • Industry benchmarking and best practice
  • Alternative approaches to deliver the agreed solution (short / long term goals)

Approach

To ensure that a clear and balanced recommendations document was delivered, Dragonhead Consultancy Ltd ensured that there was engagement from all levels of service from Strategic, through Tactical and down to Operational:

  • Meetings with Heads of service and directors to understand strategic goals
  • Tactical level interviews with Managers of the operations
  • Workshops and ‘as is’ process capture
  • Establishment of HR product development roadmap and existing constraints
  • Definition of proposed ‘to be’ processes (short / medium / long term)
  • Regular progress reports with Sponsor and Management teams
  • Recommendations of infrastructure enhancements and best use of existing kit
  • Board recommendations document

Successes

  • Fully captured processes across the estate, including head office, Area Managers, Shops and stadia
  • Exhaustive list of risks, issues and constraints defined
  • Supportive participant engagement at all levels of the organisation
  • Outcomes delivered within requested timescales
  • Accepted and considered recommendations document, with some of the shorter term suggestions immediately adopted

Constraints and Risks

  • Time of change within the organisation making individuals suspicious of questions and potential impact
  • Diverse locations ranging from the East midlands to the south coast
  • Aggressive timeline to deliver outcomes and recommendation
  • Variety of processes adopted across the differing business units to support the same outcome

 

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