This small selection of case studies are drawn from the many projects that we become engaged with. They will give an idea of how flexibly we work and the value we bring to your bid teams.
Sector: Infrastructure
Service Focus: Behavioural Assessment
Customer / Contract: Transport for London Framework & Old Street - value up to £500m
Challenge
Our client had never previously secured a place on a TFL framework and was one of 8 contractors bidding for 3 places.
The bid team had to include supply chain partners and also faced the challenge of behavioural assessment for the first time.
The bid team had to include supply chain partners and also faced the challenge of behavioural assessment for the first time.
What we did
Behavioural profiles were completed for all personnel who could potentially be involved in the behavioural assessment interview.
Individual and team behavioural profiles were prepared and shared both 1:1 and with the team as a whole.
Workshops were run to make people aware of behavioural styles, what the client would be measuring and why, and how certain behaviours might be perceived.
A scenario framework was created and assessed using “real” scenarios from similar client types.
CVs were edited to highlight relevant experience and behavioural evidence.
Individual and team behavioural profiles were prepared and shared both 1:1 and with the team as a whole.
Workshops were run to make people aware of behavioural styles, what the client would be measuring and why, and how certain behaviours might be perceived.
A scenario framework was created and assessed using “real” scenarios from similar client types.
CVs were edited to highlight relevant experience and behavioural evidence.
Outcome
Our client secured a place on the framework and secured the top quality score, including the highest score in the behavioural marking criteria.
Within 6 months they secured 1st major contract awarded through the framework ( Old Street £25m). This followed a 2nd set of behavioural assessments with slightly different team, for which we delivered assessment workshops to bring new people up to speed and refresh those who went through it in original form, and to ensure the team understood the new dynamics.
Within 6 months they secured 1st major contract awarded through the framework ( Old Street £25m). This followed a 2nd set of behavioural assessments with slightly different team, for which we delivered assessment workshops to bring new people up to speed and refresh those who went through it in original form, and to ensure the team understood the new dynamics.
“The scenario role partly was based on information provided on cards randomly divided among us, where we could only verbally discuss the details on the cards. Exactly like one of the exercises carried out with Hugh. All in all the preparation we undertook with Hugh was perfect considering the scenarios above posed to us on the day. I believe we responded well and all contributed.”
Ian Shuffleton
Project Director
“Thank you for the support from you and Sally, I know it made a big difference to the team going to the interview.”
Alison Chippington
Head of Bid Management & Proposals
Sector: Rail
Service Focus: Behavioural Assessment
Customer / Contract: HS2 Phase 1 Stations
Construction Partner, Value Est. £3bn
Challenge
The JV partners had not previously worked together. They needed to prepare a combined team for an intensive assessment centre for the largest HS2 stations contract.
We were introduced to the main JV partner by an existing client who was also part of the bid. The lead JV partner believed their internal ‘Learning & Development’ team could provide all the necessary expertise, which caused some sensitivity. Internal wrangling lead to the announcement of key personnel names very late within the preparation process.
The L&D team insisted on being involved in the process every step of the way and wanted to manage the entire process, which would not have been in the best interests of the project.
We were introduced to the main JV partner by an existing client who was also part of the bid. The lead JV partner believed their internal ‘Learning & Development’ team could provide all the necessary expertise, which caused some sensitivity. Internal wrangling lead to the announcement of key personnel names very late within the preparation process.
The L&D team insisted on being involved in the process every step of the way and wanted to manage the entire process, which would not have been in the best interests of the project.
What we did
We coached the client’s team in behavioural assessment and included external behavioural coaches in the process.
Individual and team behavioural profiles were prepared and shared both 1:1 and with the team as a whole.
Because of the sensitivities there was constant communication with the L&D team, taking very small / softly softly steps with them to prove the value we delivered every step in the process. This gradually won over their confidence.
A detailed programme was drawn up which included the L&D team and their chosen consultant, which supported the team to prepare for the assessment centre day. Despite internal sensitivities we made sure that we appeared as one team to the interview team.
Individual and team behavioural profiles were prepared and shared both 1:1 and with the team as a whole.
Because of the sensitivities there was constant communication with the L&D team, taking very small / softly softly steps with them to prove the value we delivered every step in the process. This gradually won over their confidence.
A detailed programme was drawn up which included the L&D team and their chosen consultant, which supported the team to prepare for the assessment centre day. Despite internal sensitivities we made sure that we appeared as one team to the interview team.
Outcome
Final rehearsals were extremely well received by the operational team.
The L&D team acknowledged that the Bid Coach input was much more than just sharing the principles of collaborative behaviours (as defined by the client) and that we had been 100% effective in preparing the JV team for the interview.
The L&D team acknowledged that the Bid Coach input was much more than just sharing the principles of collaborative behaviours (as defined by the client) and that we had been 100% effective in preparing the JV team for the interview.
"I’d like to take this opportunity to thank all the people who have helped us with this mammoth effort including:
the great people who helped us prep for the BAC including our “HS2 actors” and assessors - with special mention to Vio, Therese, Sally and Hugh from the Bid Coach".
Nisrine Chartouny
Lead Contractor
Sector: Rail
Service Focus: Interview Preparation
Customer / Contract: CP6
Challenge
The project was a ‘must win’ for the client as it would elevate them into the top 5 NR suppliers from the top 15-20. The bid manager was fairly new in role.
The project was split into 3 lots. Our client bid for 2 although they knew they could only win 1. Different teams would be working on each lot so we needed to coach all people (up to 12) for interviews when only 8 would ever attend, along with 3 senior managers and directors who would be common to both.
Teams were drawn from different offices and an external designer team was integral to the process. Two of the three directors were very also new to client’s company.
The ultimate client’s assessment team included trained behavioural assessors.
The project was split into 3 lots. Our client bid for 2 although they knew they could only win 1. Different teams would be working on each lot so we needed to coach all people (up to 12) for interviews when only 8 would ever attend, along with 3 senior managers and directors who would be common to both.
Teams were drawn from different offices and an external designer team was integral to the process. Two of the three directors were very also new to client’s company.
The ultimate client’s assessment team included trained behavioural assessors.
What we did
We prepared a very detailed agenda for workshops so the bid manager was aware of the process we would go through. Using a central workshop venue in York met the geographically diverse needs of the teams. In line with normal Bid Coach practice; we go where you need us to be!
Interview teams were given the opportunity to express their needs (and any concerns) at start of process so we could build resolving these through our workshops.
The programme allowed pseudo social time to strengthen team bonds and build on learnings from the day’s workshops. This time included a small amount of structured activities.
Interview teams were given the opportunity to express their needs (and any concerns) at start of process so we could build resolving these through our workshops.
The programme allowed pseudo social time to strengthen team bonds and build on learnings from the day’s workshops. This time included a small amount of structured activities.
Outcome
The very practical approach engaged all team members so they learned more about themselves and their colleagues. The strong team bonds and relationships developed very quickly to improve team cohesion.
Individuals became confident in their ability to perform well during the assessment process (as they had effectively been through a much tougher version as part of our coaching). The actual event was seen as not being as challenging as the preparation had been because of the confidence the team had developed.
The team was marked highly in the Collaboration section of the tender. Assessors' comments included:
'They were team-oriented and comfortable together, demonstrating an empowered environment, which was inclusive and engaging. They were not afraid to change direction with the introduction of new or
better ideas.'
'The team's attitude towards the need for continuous improvement was witnessed through their behaviours throughout the day. They saw innovation as one of the high-level drivers of collaboration, recognising that it would be most effective if used and developed over the duration of a whole control period.'
The Bid Coach was subsequently invited by the MD of the business unit to support them on another major project.
Individuals became confident in their ability to perform well during the assessment process (as they had effectively been through a much tougher version as part of our coaching). The actual event was seen as not being as challenging as the preparation had been because of the confidence the team had developed.
The team was marked highly in the Collaboration section of the tender. Assessors' comments included:
'They were team-oriented and comfortable together, demonstrating an empowered environment, which was inclusive and engaging. They were not afraid to change direction with the introduction of new or
better ideas.'
'The team's attitude towards the need for continuous improvement was witnessed through their behaviours throughout the day. They saw innovation as one of the high-level drivers of collaboration, recognising that it would be most effective if used and developed over the duration of a whole control period.'
The Bid Coach was subsequently invited by the MD of the business unit to support them on another major project.
“All went very well today. Out early again and thanked for our energy and enthusiasm. A very positive vibe from the team”
“I personally found the sessions very educational and the team have all been extremely positive in their feedback.
I'm sure other opportunities will come up as, having seen the transformation in the team last week, I'm keen to not just use this approach for tenders. “
Andrew Jellis
Managing Director
Rail Division
Sector: Infrastructure
Service Focus: Interview Preparation
Customer / Contract: StART 3
Challenge
7 x 20 mins (max.) presentations were required covering Leadership, Health Safety & Wellbeing, Collaboration, Sustainability, Supply Chain, Equality & Diversity, Efficiency & Effectiveness. These had to be delivered by discrete teams on the same day, as part of an overall assessment report – every session had to allow for Q&A as well.
The client’s team included external assessors trained in behavioural assessment techniques.
Each team focused on a different element of service (as prescribed by the client), with different opinions on the best approach.
A common format was needed to highlight the services offered (focused on “evidence and proof” of actions) and future innovation / plans.
Some people needed to be in 2 or more teams, which required a much greater involvement from them in prep time.
The client’s team included external assessors trained in behavioural assessment techniques.
Each team focused on a different element of service (as prescribed by the client), with different opinions on the best approach.
A common format was needed to highlight the services offered (focused on “evidence and proof” of actions) and future innovation / plans.
Some people needed to be in 2 or more teams, which required a much greater involvement from them in prep time.
What we did
The Bid Coach worked with the team to establish an overarching set of key messages that could be woven into every presentation.
We ran a series of workshops to gather the evidences and proofs (which were challenged during the interview).
Rehearsal sessions for each team were run independently to assess the quality of the presenters, the evidence and proofs, how they answered questions and behaved as a team.
A final dry-run day was organized so that we could test how well people performed when the whole process was run from end to end.
External experts were brought in to act as ‘clients’ to add extra pressure to the teams – the new people being an unknown entity.
We ran a series of workshops to gather the evidences and proofs (which were challenged during the interview).
Rehearsal sessions for each team were run independently to assess the quality of the presenters, the evidence and proofs, how they answered questions and behaved as a team.
A final dry-run day was organized so that we could test how well people performed when the whole process was run from end to end.
External experts were brought in to act as ‘clients’ to add extra pressure to the teams – the new people being an unknown entity.
Outcome
Our client achieved the highest ever score from their client (Highways England) and top score across all companies assessed.
All individuals / teams were fully prepared and rehearsed and everyone understood their role within the whole, having seen all sections presented by others.
High levels of confidence were exhibited going in to the process.
Other Tier 1 contractors approached Bid Coach to have us involved in their StART 3 preparations, which we declined due to potential conflict of interest.
All individuals / teams were fully prepared and rehearsed and everyone understood their role within the whole, having seen all sections presented by others.
High levels of confidence were exhibited going in to the process.
Other Tier 1 contractors approached Bid Coach to have us involved in their StART 3 preparations, which we declined due to potential conflict of interest.
“Hi Hugh, just a short note from me to say thanks for your support with the preparations for StART3. The big day went very well in general and I think we gave a good account of ourselves as individuals and as a business”
Jeff Hill
Senior Bid Manager Highways