The combination of three actions seems to work exceptionally well at TRO. Firstly, their anonymous, online staff surveys allow the management to identify issues (good and less good) which staff want to raise. Secondly, in 2012 they initiated their ‘Time Out with Rob' sessions. These are opportunities for any member of staff to chat with Rob, their chairman, about any topic they wish to raise. The sessions are voluntary and can be conducted one-on-one, in pairs or larger groups and it is for members of staff to set the agenda, time and venue. Thirdly, as a result of combining the learning from the two above activities, TRO set up action groups to address the key issues and ideas arising. This process has given voice to a number of staff initiatives including their desire to look at further flexible working arrangements and broader job descriptions, to overcome the ‘summer spike' in work load, reshaping office layouts and relocating a client service team from one site to another.

Michael WB, TRO's managing director, joined TRO 18 years ago as a seasonal event executive. Everyone at TRO appreciates that Michael started at the bottom of the ladder and has worked his way up through a series of well-earned promotions to join the board and subsequently become the MD. Michael's style of operation, his decisions, actions and overall involvement in the business are hugely influenced by his organic development. Staff feel a great respect for his achievement; they have empathy for his views because he has been where they are and covered the ‘hard yards'. Furthermore, they are inspired by the thought that TRO is the kind of place where internal development is encouraged, as evidenced by Michael. It is because Michael knows his way around every single job within the business and because his natural style is open and accessible that TRO staff find him easy to deal with.

The combination of three actions seems to work exceptionally well at TRO. Firstly, their anonymous, online staff surveys allow the management to identify issues (good and less good) which staff want to raise. Secondly, in 2012 they initiated their ‘Time Out with Rob' sessions. These are opportunities for any member of staff to chat with Rob, their chairman, about any topic they wish to raise. The sessions are voluntary and can be conducted one-on-one, in pairs or larger groups and it is for members of staff to set the agenda, time and venue. Thirdly, as a result of combining the learning from the two above activities, TRO set up action groups to address the key issues and ideas arising. This process has given voice to a number of staff initiatives including their desire to look at further flexible working arrangements and broader job descriptions, to overcome the ‘summer spike' in work load, reshaping office layouts and relocating a client service team from one site to another.