When the new CEO of the Centre for Enabled Living (CEL) joined in 2011, he faced an organisation transitioning from it’s startup phase. The organisation was under stress, staff were disengaged and staff turnover was at an all time high.
Where do you start? Through an Organisational Review and Organisational Engagement Surveys, we dug into the issues and worked out what was happening. Using the findings, the centre restructured, expanded and invested more in key organisational changes and staff development.
Within a year, the centre had stabilised and much lower staff turnover. We checked anyway. A follow-up engagement survey indicated that the employees were now happier in their workplace.
Footnote: CEL was restructured into two organisations. One was integrated into AIC and the other became SG Enable.