Typical GENROA solutions in short descriptions:
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Engaging PAY-ROLE
SYSTEM:
Economics and reliability of SELECTION:
INTER-ORGANIZATIONAL "MISSUNDERSTAN-DINGS":
B2B SALES of services & 360-FEEDBACK for managers:
SALES OF PRODUCTS in addition to SERVICES SALES:
Culture of CHANGE ACCEPTANCE: |
NEEDS DEFINED: 50+ IT organization in post start-up phase intended to structure organizational elements and define variabile-pay to motivate people in a rapid growth phase.
INTERVENTION: Innitial leadership workshop and action agreement... Managers were assessors of job demands of all 50+ job-positions. Calibration workshop for managers who use 5 competencies that match each position within organization shows comparable standard & proposed basic pay in relation with job-demand...
IMPROVEMENTS SPOTTED: performance raised for >30% significantly were it was needed; reporting-lines & job-clarity were improved; measurable organizational / individual goals were defined and communicated by managers; basic pay corresponds to responsability and business impact; variable pay is directly and fairly linked to individual results; organizational structure reflects market focus and the need to be responsive; employee stock option-plan was accepted as principle of risk sharing and motivation...
NEEDS DEFINED: SME sales driven organization has unreliable selection process and skills that result in to frequent lay-offs and low performance of new commers... Manager in charge decides to improve the simplicity, quality and speed of on-boarding activities.
INTERVENTION: Assessment centre principles are instaled in 2 moths program for 9 line-managers who were trained to be able to assess candidates on relevant decision criteria when candidates invited to the selection procedure present themeselves in a group settings and in team simulations.
IMPROVEMENTS SPOTTED: sales line managers aquired skills and tools for autonomous and reliable selection of candidates in shoter time; part of high revenue and profit growth is due to best people on-board; time spent for initial selection is reduced; candidates are much more satisfied with the treatment; candidates report the high-profesionality of the client firm and their managers; positive impact on the firm's image & attractiveness; management involved in the audits has effective on-the-job training in 'dealing' with people; development needs of candidates are discussed in advance and decided in open and trusted athmosfere etc.
NEEDS DEFINED: 28 members of local European IT-service provider that are covering two 4500+ users at 2 production sites were struggling with delays to SLA, since India culture specifics and people there in the line of out-sourced IT-service support were not understood and differences were discounted...
INTERVENTION: two groups were involved in one day-workshop where culture specific learnings were discussed in combination with on-the-spot created problem solutions...
IMPROVEMENTS SPOTTED: performance significantly improved; no-important delays detected; relation between three groups India/Austira/Slovenia improved; no "ticket" delayed; lines for 'escalting issues' defined; less conflicts reported; team membership almost unchanged etc.
NEEDS DEFINED: 6 key managers in services SME, were first entering the managerial role. To stabilize effective performance and to accelerate proffesional shift in needed behaviours.
INTERVENTION: Followed by short coaching intervention, 360-feedback was applied after 6 months in the position...
IMPROVEMENTS SPOTTED: involved managers rised their awareness of their impact on coworkers and clients; decisions for development courses were clarified from feedback process in a measurable goals form; coworkers were reporting positive shifs in relations and managers had grater opportunities to impact the sales and businesses developments...
NEEDS DEFINED: Big service provider firm is introducing sales of selected products that should compensate partially lower revenue from the services. Sales skills and attitude of contact pesonell is to be aligned with this strategy modification...
INTERVENTION: 6 different sales units are selected for piloting and demonstrating the possibilities in sales growth. Training of sales skills for personell & line managers are aligned with perfomance management where sales targets are agreed also for priorities in product sales... After few months results are presented to managers of the rest of sales units that are succesively involved in the program with same effects as in pilot.
IMPROVEMENTS SPOTTED: no-low morale for the new sales approach; series of invetive sales practices arrised in the operational level - best practices were shared among sales personell, first on work-shops later without interventions; other significant sales targets were improved and sales management practices and roles were clarified; product portfolio optimizations were done... NEEDS DEFINED: 550+ organization in service sector asked for help in shifting management and employee attitude toward faster decision making and more responsiveness to customer expectations
INTERVENTION: 73 workshops were done in two cycles: first for management then following with workshops for contact personell. Combined effect from adapted managerial practices was reinforced by feedback to managers who decided to respect the expressed needs from direct reports; customer perspective and expectations were incorporated by simple illustrative simulations and more effective responses to them were trained...
IMPROVEMENTS SPOTTED: clear reported lines were established; stress was significantly reduced & internal "tensions evaporated"; organizational goals were prioritized, cascaded to individuals and linked to recogniton system; critical delays reduced to zero; fairness of task distribution between organizational units was balanced... |
Samples of generic commercial offers for organizations: