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Client Overview
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As a listed professional services company, the client offers
a range of business services together with management and
technology expertise. The company has engendered a culture
based upon the values of the founders and has grown the business
with a minimum of formal process.
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Staff had been recruited primarily on the basis of “cultural
fit” and when vacancies have occurred at senior level,
suitable candidates have been promoted from within to ensure
the integrity of the company’s culture remains solid.
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Following a down-turn, a Regional Director was recruited
from outside the company with the specific intention of refocusing
and reinvigorating the team of 50, including client-facing
and operational staff, in that region’s market. This
action was taken in the recognition that the company needed
a new perspective.
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Objective of Assignment
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In the context of the appointment of a new incumbent into
the client company, Sentient Operations undertook an assignment
consisting of three projects. The objectives of each project
were :
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1.
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Operations Structure
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To review the existing operational structure in comparison
with the other regional offices and to redefine operational
roles and responsibilities to ensure the provision of an appropriate
level of support to the business.
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2.
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Performance Management Process
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To design, develop and assist in the implementation of an
appropriate performance management process to provide clarity
on :
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a. individual roles and expectations
b. how to work as a team
c. the need to focus on developing new business
d. building skills to sell work and undertake projects
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The performance management process provided the framework
for each member of the team to demonstrate their individual
contribution to the business.
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3.
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Business Development Process
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To design and assist in the implementation of a business
development process to support sales activity, which included
accountability, sales activity, bid process, reporting, resource
management and knowledge management.
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Background
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A comparison with the operational structure of other regional
offices demonstrated a relatively close alignment in the provision
of operational support, and generally that support was of
an administrative nature. A number of administration staff
had recently left the company and another two had given notice
of their intention to terminate their employment.
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In place in a number of regional offices the managerial role
of Practice Manager was held for a period of twelve months,
the incumbent having been appointed from within the ranks
of client-facing staff. This resulted in that staff member
being withdrawn from revenue-generating responsibilities for
the duration of the appointment to the role. The primary responsibilities
of the Practice Manager were regional reporting and resource
management.
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Performance Reviews were held on an informal basis and did
not require a commitment to measurable achievement of agreed
individual targets.
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There was a lack of a sales culture and no revenue targets
were in place at an individual level.
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Process
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Workshops were held to determine the current perspective
of operational roles and accountabilities as well the application
of processes, including reporting, performance management,
salary review, business development, recruitment, probation
review and administrative support.
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A performance management process was a priority as this would
provide the newly appointed Director and the management team
with an understanding of :
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- the distinctive value and personal traits of each member
of the team;
- the capabilities and experience of each member of the
team;
- each person’s core competencies; and
- a personal performance scorecard of achievement.
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Each member of the team compiled this information in preparation
for a feedback discussion with the Regional Director and incumbent
Practice Manager.
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A review of the Operational structure was being undertaken
in parallel with the design, development and implementation
of the performance management process, as it was imperative
to quickly obtain an understanding of the operational support
required to meet the needs of the business in a challenging
market.
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During the assignment, the role of Practice Manager was dissolved
and the new role of Operations Manager defined. The role encompassed
accountability for :
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- resource management
- business development process
- financial and management reporting
- recruitment and HR processes
- administrative processes
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The Principal of Sentient Operations undertook the role of
Operations Manager on an interim basis during the recruitment
process.
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To support the restructure of the team in alignment with
specific experience, workshops were held to map out the structure
of a business development process to support sales activities.
The workshops demonstrated that tracking the activity was
not standardised and no clear accountability was in place.
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Outputs |
1. |
Operations Structure |
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Role Descriptions were drafted and agreed for Operational
staff, and new structure implemented, including a Job-share
Reception to ensure personal customer service is available for
extended hours. The recruitment process was initiated to fill
the job-shared Reception positions. An Operations Manager was
recruited into the newly-defined role. |
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2. |
Performance Management Process |
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A number of templates were designed, developed and implemented
to enable the performance management process to be completed
as an interim feedback process as the timing was outside the
normal review period. This allowed the Regional Director and
management team to quickly understand the capabilities of the
team members and to assist individuals in identifying the areas
in which they could to provide the greatest value. |
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3. |
Business Development Process |
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A process was designed, developed and implemented, supported
by clear accountabilities and reporting requirements. Call reporting
templates were designed and implemented to track sales activity
and progression. |
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