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The Organisational Workout
A freight distribution and courier company was looking to
increase its market position to be "the number one courier
company as measured by market share, profitability and customer
service".
After analysis of the business, and several consultations
with the General Manager and the leadership team it was decided
that the Company needed to invest in the development of its
people to improve the individual skill and knowledge levels
of the overall business. It was agreed that if the people
in the business gained greater skills and knowledge of the
business they would be in a better position to recommend improvements
for the business, and take appropriate actions toward becoming
the number one company.
A 24-hour operation with branches and depots located across
the country meant that any initiative had to be facilitated
with the least interruption to the business. In addition the
training had to be tailored to the unique regional cultures
and varied needs of the business.
The measure of success of the initiative was simply whether
the company gained the number one status within the two-year
goal period.
The Performance Attitude designed a skill development programme
that targeted the team leaders. It was felt these people had
the greatest opportunity to impact the business performance
and therefore the aim was to up-skill and equip these team
leaders with the skills, knowledge and tools to improve their
business results.
In addition to this up-skilling the team leaders were charged
with and goaled to transfer their skills and knowledge to
their teams. They were provided with specific coaching to
achieve this.
This skills development programme developed was different
to traditional training. The main differences ensured the
programme:
- Focused on practical skills (as opposed to theory).
- Was facilitated in short sessions (up to 4 hours) to ensure
minimal interruption to the business.
- Sessions were facilitated regularly (monthly) to ensure
the maximum absorption of information and to ensure behavioural
changes.
- Sessions built on the previous sessions and on the needs
of the participants.
- Included on-the-job activities to be completed between
sessions.
- Had a comprehensive evaluation system built into the programme.
Click here
for a graphic that illustrates the flow of this skills development
programme.
The programme continued for twelve months with the assistance
of The Performance Attitude. At the conclusion of this period
the organisation had the internal capability to continue without
assistance of external consultants.
The company gained the number one status in market share
and customer service one year ahead of target, and gained
the number one status in profitability within the goal period.
Some of the results that contributed toward the achievement
of the goal to be number one included (but was not limited
to):
- 42% improvement in staff morale and attitudes towards
the business
- 7% increase in customer service levels
- 43% reduction in processing costs
- 52% increase in overall job performance
- 60% improvement in understanding of the business and key
drivers by managers
- 61% improvement in management skills and behaviours
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