leadership and organizational development
Streamline Work Processes
Mapping processes to streamline work, identify responsibility and reduce non-value adding activities.
Issue: The business had grown rapidly, new employees had joined and the way work was progressed had become confused and reliant on key people, responsibilities were unclear and work felt inefficient.
Change: We mapped the way work flowed through the business, from winning contracts to delivering final products and services. This created discussions about the current issues and allowed us to identify where tasks could be completed earlier in the process to avoid these issues. Individuals clarified responsibilities, adjusted agendas for routine meetings to support the work flow, understood what each other did and how they fitted together. The map provided clarity on the process and who was responsible for each task.
Impact: The results are powerful, the process map became the backbone of how work was carried out throughout the business. During the transition from the old ways of working to the new mapped process, discussions focused on how to work more closely to the agreed mapped tasks. Procedures were adapted, training carried out, meetings became more purposeful and work progressed more efficiently. Standardising working methods meant finding the best ways of working and then doing it every time.
Find out more about streamlining your work
Issue: A group of leaders wanted to increase engagement and performance from their teams following on from an employee survey.
Change: We worked with the group of leaders through a series of workshops and individual coaching sessions. These practical sessions focused on the principle that when you get unsatisfactory results you need to try something new and keep going until you get to where you want to be. We built on what worked well, so they did more of it and identified what didn't work well so they did less of it and tried something different.
Impact: The group increased their skills and confidence by adapting how they worked to find the best approach for the situations they faced. The teams became more engaged with their leaders and their work, issues became easier to work through, people were happier and performance increased. The follow up employee survey showed over 50% improvement, the business felt different and it showed in the record business performance.
Find out more about support for your leaders
Increasing leadership skills to overcome issues and get better results.
Empowering stakeholders to deliver change.
Issue: A business wanted to introduce a new system to manage training while encouraging individuals to take ownership of their training and responsibility for its completion.
What: We started by defining the scope of the project, to build a system to manage the training requirements and to engage with the employees to want to take control of their own training, with both parts having equal importance. We worked with the different system users, to understand their needs from the system, and to start discussing the benefits from encouraging more personal ownership for training. We created a common goal to ensure the system worked for everyone and drove personal ownership for training. As the system was built we asked some of the keen users to test it before it went live. This helped unpick the niggles and ensured we had supporters to help champion the system. We worked with leaders to help them understand the system and build expectations of how it was going to work. Then we trained everyone, and gave them a chance to ask questions so they felt comfortable with the new system and expectations.
Impact: The transition to the new training system went smoothly, with very few issues. There was little reluctance to use it, allowing support to be provided for those who were struggling. The training performance increased and less chasing was required. The test group continued to provide feedback on training and gave ideas on how to improve it further.
Find out more about making effective changes
Issue: A business wanted to improve performance management which currently consisted of an annual appraisal.
What: We worked with the leadership group to understand what they wanted to achieve through performance management. They identified that, although delivering against objectives was important, they also needed to have people who worked well with each other and were willing to learn. From this we created prompt questions to allow individuals and leaders to prepare for their discussions, changed the frequency to 3 monthly and provided a new method of discussing objectives and providing feedback. This project identified the need to strengthen job descriptions and create a more robust training and induction process.
Impact: Performance management has moved from a formal annual appraisal to a 3 monthly discussion. Prompt questions allow the individual and their manager to prepare and have a 2 way discussion about both what is being achieved and how they are working. Progress against the targeted 3 monthly objectives has increased and people are being recognised for their contribution both in terms of what they achieve and how they work.
Find out about improving performance
Effective Performance Management
Creating methods to encourage and support individuals to give their best to the business.
"Clare led us through the programme and introduced new ideas and concepts that changed our attitudes for the better.
Obviously, it's a change process and people progress at different rates, but it was remarkable that everyone moved in the right direction and behaviours changed."
Mark, Supply Chain Manager
"I had worked in the business for a long time, but when we did the workshops with Clare it was like the curtains were opened. We began to understand how what we do impacts what we get.
It has made me think about how I go about my work and how I work with other people. It made a big difference to how we do things and how we feel."
Dave, Health & Safety Officer