Ordnance Survey was established in 1791 as a paper map maker for Britain's Armed Forces. Two hundred and nineteen years on, it has evolved to a high‐tech geographic data specialist, and the impact of this on its culture, identity and vision has been massive. In 2008 Ordnance Survey found itself struggling to recruit and retain in technology and commercial fields. It also saw great challenges in motivating staff and bringing together a number of subcultures that had developed over time. This paper aims to investigate this issue.
It was critical to understand the current employer brand strengths and weaknesses, how Ordnance Survey is perceived externally, what it is like in reality, and its vision. This was achieved through solid research conducted internally and externally, including focus groups with existing staff, depth interviews with senior management and consultation with recruitment consultants, short‐service leavers and recent joiners.
The research highlighted some widely known strengths of Ordnance Survey, including its strong proud history, its flexibility and adaptability as an employer and the supportive working environment it offers. Some less well‐known attributes were also drawn out, including the innovative nature of the organization, its dynamic technology and the opportunity for staff to really make a difference.
This research led to the development of a compelling set of values which will inform how Ordnance Survey markets itself externally and interacts with employees, leading to better retention of skills, greater alignment with the vision and a strong reputation as a great employer.
