Performance Improvement in Action 1
Taking a growing company to the next level
Performance Improvement in Action 2:
NZ Police Prioritising and targeting resources to improve operational effectiveness
Performance Improvement in Action 3
The contnuous upskilling of Fisher & Paykel service technicians
Taking A Growing Company to the Next Level (1)
The Company: Positioning for further growth. Focused on added shareholder value and improved profitability through reduced costs and complexity. Greater demands for increased capability from people and systems
Defining The Current Situation
Excellerate’s preliminary diagnoses indicated that the company was experiencing many of the symptoms associated with the “Crises of Control” (a stage of organizational growth defined by Greiner 1972) Greater coordination was required, different parts of the business needed to work together more effectively, more sophisticated functions and systems were required to meet demands, achieve greater efficiencies and manage growth.
Taking it to the Next Level
Rummler and Brache's Matrix of Levels and Needs (1) with its 9 interdependent performance variables, provided the framework for a more comprehensive analysis. With each of the 9 variables representing the “performance levers” within an organization, Excellerate was able to identify where improvement opportunities existed. The framework also provided a means to evaluate the impact of interventions on individual and organizational performance.
Excellerate, together with the CEO, Managers and HR department, designed and implemented a series of interventions over a 12 month period, summarized in the following table.
Overview of Performance Interventions (within the Matrix of Levels and Needs)
|
3 Levels x |
Goals |
Design |
Management |
| Organisation | Strategic Planning and Annual Business Planning: Direction, strategy, clarity and alignment of goals, explicit targets and specific measures |
Design, alignment and improved integration of Functions: HR, Client Services, Marketing, Finance and Administration, Establishment of new functions and roles |
Leadership Practices Operationalise Business Plans Updated HR Systems and Policies |
| Process | Business Plan tracking and reporting.30/90 day cycle | Redesigning, improving, streamlining processes, reducing and eliminating barriers: Hours of Work Remuneration System Performance Appraisal and Management System Strengthened Internal Communication systems |
Improved structure, focus and process of Executive Meetings Reporting and interface with Board of Management |
| Job Performer | Business Plans Performance Appraisal Revised Job Descriptions |
Hours of Work |
Executive Coaching HR Mentoring Individual Leadership Needs Analysis 360 Feedback for Snr and Mid Level Managers Workplace Counselling Training/Workshop Resolution of ER Issues |
(1) Rummler, G. & Brache, A., (1990). Improving Performance: How to Manage the White Space on the Organization Chart. San Francisco: Jossey-Bass
NZ Police: Prioritising and targeting resources to improve operational effectiveness (2)
Our police field nearly half a million emergency calls each year through three communications centres in Auckland, Palmerston North and Christchurch. The centres operate 24hrs a day seven days a week. Communications staff, comprising of uniformed and non-uniformed personnel, receive calls for events which range from found property and insecure premises to homicide or civil disaster and everything in between. They are required to obtain the relevant information from the caller, assess the situation and initiate an appropriate response with consideration for the safety of police staff and services despatched to attend.Excellerate undertook a systematic analysis of the Communications Centre to clearly define operational requirements and performance standards which would enable the prioritisation of communication staff development needs including the most efficient targeting and the most effective approach for new programme development and delivery.
The process involved interviews and real time observations across all three centres, reviews of job documentation, existing training strategies and programmes. Based on the analysis, recommendations were then presented with coaching for Communicators (call takers) and a comprehensive Team Leader development programme confirmed as immediate priorities.
Excellerate undertook a further analysis to develop Team Leader competency profiles for ongoing learning needs analysis and training development. Tools were also designed and coaching provided to enable HRD personnel to follow through with individual 1-1 team leader needs analysis, and to replicate the same analysis and competency development process for the Communicator and Dispatcher roles within the centre.
The Continuous Upskilling of Fisher & Paykel Service Technicians (3)
Fisher & Paykel is an international manufacturer of multi award winning home appliances that are distributed in markets throughout Australasia, UK, Europe and North America. As their engineering design teams continue to innovate it's the company's network of F&P Authorised Service Centres and service technicians who maintain product performance in the field.Fisher & Paykel's Global Technical Manager and Performance Improvement Project Manager invited Excellerate to work with the company's product experts on a service technician skill strategy across the full range of F&P appliances. Flexibility, efficiency and cost effectiveness were key criteria.
While the company had provided service technicians with in house training and technical publications via the intranet, traditional courses are expensive requiring specialist trainers, travel, accommodation and time away from the customer. The existing documentation was high quality however it was daunting for new technicians who were required to learn a great deal of complex information for a wide range of appliances.
Excellerate reviewed existing product documentation, interviewed authorised service centre managers and technical experts. Observations of technicians in the field provided an ideal opportunity to meet and talk with customers.
This process resulted in the design of a template-learning guide that referenced existing documentation enabling technicians to quickly focus on the key content and formulate effective responses to customers frequently asked questions.
Authorised Service Centres are now able to access a full range of Learning Guides via Fisher & Paykel's intranet. Using the Guides Centre managers can identify individual learning needs and quickly implement "just in time" technical and product knowledge training for apprentices, new and experienced service technicians.
Developed as a sustainable tool the Learning Guides have proven to be a flexible, efficient and cost effective strategy in all aspects of design, delivery and implementation. The framework with its simplified formula quickly enabled F&P technical experts to create new guides independantly as the company continues to improve and expand on its range of appliances. The same Guides are also used with in-house courses and have proven to be a valuable resource for training F&P's Customer Care staff who need to maintain extensive product knowledge as well.
Why not call us to discuss your requirements without obligation
Call 0800 EXCELNZ (NZ only) or Email Us