SEVEN STAGES TO HUMAN ELEMENT EFFECTIVENESS

MSM COMMERCIAL SERVICES

Business Relationship Management Specialists

Seven stages to Human Element effectiveness

STAGE ONE

Organisational style/culture audit.

Just as every individual has their own unique behavioural style so to does any company. An organisational style/culture audit can and does focus attention on just how the operation is perceived by customers, employees and senior management.

Often these perceptions vary greatly. Our view is that to accurately identify organisational style/culture is a valid exercise. A business be it public or private sector is subsequently empowered to project the most appropriate style for its marketplace.

The organisational script from which the organisational style and culture emanates has usually developed quite spontaneously over a period of years and is more often than not a manifestation of the current chief executives value system.

Businesses who favour short term CEO or senior management contracts will on a regular basis experience huge internal style and culture conflicts. The negative effect on the other players in the piece, surviving main board members and junior admin staff alike, can be commercially disastrous.

The organisations script must be agreed by all, understood by all and each and every player must be personally motivated to act out their role to the very best of their ability.

Perhaps you should look carefully at your existing script. Is yours the script for a Victorian Melodrama, A Thriller, A Greek Tragedy or maybe even a Farce!

To find out more about Organisational Style/Culture Audits

STAGE TWO

Sales process and procedure audits.

To maintain effective and efficient sales channels it is vital that a regular audit of procedures and processes takes place.

Our view is that this is a function best undertaken by an outside agency.

This because as outsiders, they are able to maintain a more objective approach to what is often, for some, a very emotive subject.

Areas to be reviewed:

Recruitment/selection/retention

Training

Employee benefit packaging

Customer care

Product innovation

Marketing

Budgeting

Environmental issues

Corporate S.W.O.T analysis

The above are some of the 50+ areas touched by this audit

To find out more about Sales Process/Procedure Improvement

STAGE THREE

Job role temperament/function audit.

Job dissonance may arise from many sources.

Two common causes are:

1/ A person may actually be unsuited to their work.

2/ Their perception of what is expected of them may be at fault.

The root cause of such quite common problems is often found to be a misunderstanding or misinterpretation at the original interview stage.

This may be because the company has not really produced an accurate ‘Role Temperament Profile’ for that particular job function.

We are able to help you identify job dissonance and take positive remedial action.

We are more importantly able to support your efforts to take positive preventative steps to avoid unwelcome situations such as this in the future.

To find out more about Job Role/Function Audit

STAGE FOUR.

Customer Care Audit (Internal/External).

Just who are YOUR customers internally?

Just who are YOUR suppliers internally?

How well do they support you?

Is the staff aware that they serve internal customers?

Are they aware that they are themselves internal customers?

Does an internal customer care programme exist?

Could it be improved?

How is your company positioned and perceived by its customers?

Is your company projecting the most appropriate style for its target market?

Does an external customer care programme exist?

Could it be improved?

To find out more about Internal/External Customer Care Audits

STAGE FIVE.

Employee development/empowerment programme audit.

Sample questions from our audit pack:

Are all employees in control of their own personal development?

Do they have unfettered access to Corporate Competency Standards and to their personal competency records?

Are they able to identify for themselves ‘in house’ career progression opportunities?

Are all internal career development opportunities accessible by all employees?

Are they empowered to promote their own interests in training/development/improvement courses?

Are they able to access on-line training?

Are they able to access all the above out of office and out of office hours?

To find out more Employee Empowerment/Development Audits

STAGE SIX.

Management/Leadership development programme audit.

Our approach to Management Development focuses on the achievement of results through teams made up of people with widely varying, skill sets, views and behavioural styles.

Training, coaching and mentoring managers to become effective in harnessing these differences develops exceptionally strong and effective leaders.

Effective and dynamic relationship management is becoming recognised, as THE critical skill required by commercial organisations today.

The modern managers’ challenge is to create and maintain an environment that will encourage staff to focus on Team, Divisional and Corporate objectives.

Using state of the art Management Tools we are able to offer much in the way of guidance and assistance in these critical success factor areas.

To find out more about Management Development/Leadership Audits

STAGE SEVEN.

Re-writing the corporate script.

This a long and arduous task and should not be entered into lightly.

The time line for such a project is between one and two years minimum.

To find out more about Re-writing your Corporate Script

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