Reducing turnover and motivating workers
As the integrated transit authority of England’s capital, Transport for London (TfL) works hard to ensure people enjoy safe journeys on buses, trains, trams, and more. Each day, as many as five million people travel on the London Underground, better known as the Tube.
Recently, TfL refreshed its core values, encouraging employees to be caring, open, and adaptable. At the same time, it announced a new vision, which emphasized the authority’s role as the strong, green heartbeat powering life in London. TfL knows its people are at the heart of making that vision a reality, and that only with their skills, ideas, energy, and creativity can TfL deliver the future London needs.
TfL’s people are also at the heart of how the organization and city have recovered from the COVID-19 pandemic. TfL’s talent strategy set out a support and development road map for its people to help them deliver for London, against the backdrop of significant changes and financial challenges.
The changing nature of the workforce, with four generations working together, means organizations need to think differently about their talent. Manual, spreadsheet-based performance management processes separated employees from meaningful feedback and career progression. TfL hoped transforming its HR technology could help attract and retain diverse and talented workers motivated to achieve the Mayor of London’s transport strategy.