{"id":6613,"date":"2022-12-31T12:05:12","date_gmt":"2022-12-31T12:05:12","guid":{"rendered":"https:\/\/www.inpulse.com\/?post_type=case-study&p=6613"},"modified":"2025-03-14T16:16:59","modified_gmt":"2025-03-14T16:16:59","slug":"balfour-beatty","status":"publish","type":"case-study","link":"https:\/\/thirteencreative.co.uk\/inpulse21\/case-study\/balfour-beatty","title":{"rendered":"Balfour Beatty"},"content":{"rendered":"\n
CASE STUDY \u00b7 CONSTRUCTION<\/h6>\n\n\n\n

Balfour Beatty<\/h1>\n\n\n\n
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The employee experience is all about consistency<\/span> \u2013 it\u2019s not an overnight fix<\/h2>\n\n\n\n

Located predominantly in three countries (the UK, Hong Kong, and the USA), Balfour Beatty is a large construction company <\/strong>with 24,500 employees. The organisation has taken a long-term view towards transforming the employee experience, upholding a long-standing partnership with Inpulse (2017\u2013present) that has led to huge improvements in the employee experience and the wider organisation. This case study is focused on the UK division (12,000 employees).<\/p>\n<\/div>\n\n\n\n

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The Challenge<\/h3>\n\n\n\n

Before working with Inpulse, Balfour Beatty had an engagement strategy limited to a once-per-year, lengthy survey with prescribed questions. Such an approach meant that the survey was perceived as a big data dump and annual burden which quickly went stale, hindering the development of its workforce\u2019s engagement.<\/p>\n\n\n\n

It was also important to ensure that the experience of all colleagues in Balfour Beatty\u2019s diverse workforce could be understood.<\/p>\n\n\n\n

For example, until recently, frontline workers had little or no digital access, so this was an important obstacle to tackle.<\/p>\n\n\n\n

Similarly, different divisions and employee groups have different cultural and language needs to be met.<\/p>\n<\/div>\n\n\n\n

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Our Solution<\/h3>\n\n\n\n

Firstly, a large proportion of the initial work concerned the development of an engagement strategy. This involved defining what engagement means to Balfour Beatty and its people, and developing the approach to surveying. For example, it was important to move from \u2018a moment in time\u2019 annual surveys to regular listening and ongoing conversations facilitated by company-wide surveys and business-area-specific pulse surveys<\/strong>. Similarly, the survey questions needed to be relevant to all workers despite the diverse workforce. Therefore, we worked closely with Balfour Beatty to tailor the survey questions to their needs. <\/p>\n\n\n\n

To overcome the foreseen possible challenges, Inpulse needed to collaborate with Balfour Beatty to decide how best to engage the executive team and create meaningful change. This has evolved, but most recently involved using Precision<\/a>, Inpulse\u2019s new programme that uses regression analysis to pinpoint what and where action needs to be taken for the greatest impact on engagement.<\/p>\n\n\n\n

Then, to ensure the voice of all employees in the diverse workforce could be heard and that valid data was obtained, it was important to adapt the survey and its surrounding initiatives to different needs. This included:<\/p>\n\n\n\n