Rencol Tolerance Rings and staff retention

The production staff at the Bristol site work a four-day week, for example, while many office staff at the company work a nine-day fortnight. Chris Roberts, Human Resources manager, also points out that the flexible working applies at all levels, with the management of the company just beginning to experiment with a 19-day month: "50 per cent of the workforce work a non-standard month. We are very sympathetic to people's requirements and try to accommodate all needs. In fact the flexibility wanted by staff also means we can offer support to our global customers over a longer period each day."

However, it is all very well attracting the right staff, but Rencol is also proving adept at keeping them, with staff retention having improved dramatically in the last five years. Chris Roberts states: "When I first came to Rencol our staff turnover was 55 per cent but in 2006 this figure dropped to 11 per cent, so we are obviously doing something right."

Positive culture

As well as crediting a sensible pay structure, Chris also alludes to the positive cultural aspects of the company that he believes the staff have reacted well towards: "We have built a high-trust environment that encourages team working. The Works Council provides a body that deals with the communication of information and employee consultation for the whole workforce through representatives." The initiative encourages employees to volunteer for projects that give them a greater understanding of the business; people therefore feel more involved with the company.

With a global blue-chip client base, and now part of the successful ERIKS Group, Rencol Tolerance Rings is bucking the trend that says Bristol and the South West is a difficult location for manufacturing and engineering companies. With many other development opportunities for its employees in the pipeline, the company is looking forward optimistically to 2007.