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Successful Mobilisation


When supplier contracts change headaches can occur. But Lexington has worked hard to get a team and process in place to manage the mobilisation process seamlessly so as to avoid any disruption and ensure long-term success. Here, Jane Streat, Head of Lexington Reception Services (LRS), tells us more.


TUPE , or Transfer of Undertakings Regulations, is common practice when organisations switch providers of services. It is there to protect employees’ rights when the organisation they work for transfers to a new employer.


This is common practice for us when we take over a new contract from an existing reception service provider. The goal is to ensure that employees who are currently working with the incumbent organisation continue to enjoy most of their existing terms and conditions of employment and transfer to Lexington seamlessly.


Here at Lexington, we invest a lot of time with our client and the existing reception team to support them through the period of change. We do this by:


Establishing a common goal & build a trusting relationship

Good trusting relationships are key to any partnership but these effective relationships/teams don’t just happen. It’s up to the project manager to set the stage for success and guide the team toward the establishment of team goals and, ultimately, a smooth mobilisation process.


Every team needs to be driven by a core mission – one that leads on shared team goals, rather than one based on individual agendas. It’s these team objectives that will bring the team together and keep it unified even when obstacles arise.


This ‘one team’ approach is essential as often things can come to light through the mobilisation process that have not been factored into the project plan. By working together we are much better placed to come up with the best possible solution and manage it in a way that no one notices to deliver the very best service.


Investing time upfront to establish a common goal and agree on how it will be achieved makes it much easier to address the unexpected, identify when things are moving from the schedule. It also creates a togetherness – this encourages the team will pull together to manage the problems having little to no impact on the client.


This helps manage expectations, deal with any potential issues when they arise to ensure the project exceeds expectations and ensure our team is able to deliver that ‘wow’ factor.



Investing in the planning & project management

This may sound obvious, but it’s easy to get it wrong and as a result the project could fail to meet expectations.


Any mobilisation project is dependent on people, so it’s important to think carefully about who we put in at the top of the project as well as those on the ground – both in terms of the skills required but also the cultural fit.


With so much hinging on the plan it’s important for an experienced mobilisation manager to take the lead, plan accordingly, manage the team and engage everyone involved. Without this engagement and team collaboration it simply won’t work.


As the owner of the plan the project manager is responsible for organising, leading and controlling resource, both people and physical, to ensure objectives are met efficiently and effectively. Success hinges on their ability to lead, motivate and inspire the tea, whish is why we invest so heavily in leadership training and support. Our leaders not only manage the journey but have an ability to create excitement around the project and take people with them.



Understanding each client organisation’s culture

Look at any successful change project and you will always find a discussion around creating identities and a common vision for the organisation. Partnerships formed during mobilisation are no different – for any partnership to work both parties, the client and facilities provider, need to understand and have an appreciation for one another’s cultures and working practices.


We invest time up front to understand the organisational culture so that we can ensure we:

– Have the most suitable team of people working on the project.

– Develop a way of working that will ensure long-term success.

– Engage with the whole team


The people piece really is the single most important element of a mobilisation, so it’s essential to get it right…


Any mobilisation is a complex process, especially when there is a contractor already in place so we invest time and engage with the team as early as possible so that they feel part of the process. Being visible and there to answer any questions helps to remove anxiety and build excitement about the changes and new opportunities.


Quite often the process will involve the transfer of a team from the outgoing contractor to the new contractor – tis is where TUPE comes in. Whilst they won’t officially be employed by Lexington until the date of transfer, it is important to engage with them well before then to instill loyalty by creating a feeling of shared community.


There’s lots of different techniques we use to support people, from providing a buddy to offering drop-in chats – we make sure we have a tailored strategy in place, share information with the team and are visible.

 LRS Team - Join Us


Involving the people experts

We work incredibly closely with our people team. Not just from a legal perspective but also for training, onboarding, engagement and performance perspective.


Change can be unsettling, especially when moving to a new employer, but it can also be exciting and full of new opportunities. Yes, there are the legal parts and the TUPE process to follow but there’s more to it than that – it’s about getting people to buy into culture and values, and feel positive about the opportunities ahead with Lexington.


Creating a post-mobilisation team

Every project plan includes post-mobilisation support so we can ensure that we are delivering to the same standard as day one and continue to exceed client expectations.


We make sure that the mobilisation team is on hand to provide support and ensure delivery continues to exceed client expectations. The plan never ends – it is continuous to ensure fabulous service delivery is maintained and innovation continues.

LRS Meeting

We maintain visibility

We create regular touch-points between the client, team members and supplier post-mobilisation.


Whilst the launch may go smoothly, feedback received may be good and the team seem happy requirements can change quickly – we focus on building a strong and trust worthy relationship with our clients and delivery teams to ensure we continue to exceed client expectations and deliver the wow factor.