{"id":18243,"date":"2025-12-08T22:10:50","date_gmt":"2025-12-08T22:10:50","guid":{"rendered":"https:\/\/ocs.com\/nz\/?p=18243"},"modified":"2026-01-09T01:20:30","modified_gmt":"2026-01-09T01:20:30","slug":"why-leadership-presence-matters-in-colleague-engagement-visits","status":"publish","type":"post","link":"https:\/\/ocs.com\/nz\/news\/why-leadership-presence-matters-in-colleague-engagement-visits\/","title":{"rendered":"Why Leadership Presence Matters in Colleague Engagement Visits"},"content":{"rendered":"
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Senior leaders at OCS take part in a Colleague Engagement Visit (CEV) programme each year. The idea is simple: get on site, talk to our colleagues doing the work, and see firsthand how the service is running.<\/p>\n

New Zealand General Manager Central, Neil Anslow, has completed 20 CEVs this year \u2013 more than three times the expected minimum. For him, the value is immediate.<\/p>\n

\u201cYou learn a lot by being there,\u201d Neil says. \u201cYou notice things you\u2019d never see from behind a desk \u2013 how people are getting on, what needs attention, and where improvements can be made. It helps you make better decisions about the work.\u201d<\/p>\n


\nSeeing the work for what it really is<\/em><\/strong><\/p>\n

A CEV gives leaders a clear picture of how a site is operating day to day, not what\u2019s written in reports, but what colleagues experience on a shift. The visit covers how the work is being managed, how people are being supported, and whether the environment is set up to deliver the service safely and reliably.<\/p>\n

Each visit looks at several areas. Leaders check whether key records and processes are in place, whether colleagues have the training and tools they need, and how well safe working practices are being followed. They spend time understanding how the work is being delivered \u2013 from staffing and briefings through to equipment condition and how information flows between teams.<\/p>\n

Leaders also look at how the service is performing from a customer and colleague point of view. That includes how the contract is running, how supported teams feel, and whether anything is affecting their experience of working with OCS.<\/p>\n

Every CEV ends with a simple reflection: what\u2019s working well, what needs attention, and what should happen next.<\/p>\n

These conversations and observations give leaders insight they can\u2019t get anywhere else \u2013 the small, practical things that help colleagues do their jobs well and keep the service steady for customers.<\/p>\n


\nNeil\u2019s approach: turn up, look properly, listen<\/em><\/strong><\/p>\n

Neil enjoys getting out amongst his teams, visiting both day and early evening teams. His approach is straightforward: turn up regularly, speak with the people doing the work, and take the time to understand how the site is running.<\/p>\n

\u201cYou can write all the guidance you want, but culture comes from what people see you do,\u201d Neil says. \u201cIf you\u2019re out there with them, it makes a difference.\u201d<\/p>\n

His visits help him gauge how well colleagues are being supported, how information flows between teams, and whether anything could disrupt the service. These practical checks give him a clearer sense of what\u2019s working and what needs attention.<\/p>\n

For many teams, seeing a senior leader also makes a difference. It shows their work is taken seriously and that leadership decisions reflect the conditions they deal with every day.<\/p>\n


\nWhy it matters to customers and procurement teams<\/em><\/strong><\/p>\n

For procurement specialists, the value of CEVs lies in early insight. OCS leaders can identify issues before they affect service quality, equipment readiness, or communication \u2013 heading off any issues before they happen.<\/p>\n

This leads to:<\/strong><\/p>\n