Improving IT System process redesign and adoption rate
The Context :
A global organisation had embarked on a journey to standardise their HR Operations across 18 countries. Each country had their own system that they were already using. Blueprinting had failed the first time as the country leaders were not able to align on the process. Trust in the leadership team had gone down significantly leading to countries revamping and strengthening their own Internal system. Digital transformation had taken a toll even before a system could be implemented.
The Solution :
- Engaged the Senior Management team to revisit their mandate and explore what does success look like.
- Brought clarity around issues at hand between the local country leaders and the IT team.
- Identified Change Champions across countries and trained them.
- Arranged for dialogue around the new system’s “Case for Change” including stakeholders at different levels.
- Identified barriers to redesign process and implement.
- Localised the ownership for the success.
Impact :
- 88% Standardisation of process across countries with 12% room for local laws.
- Adoption rate went up from 17% to 89% in a span of 3 months.
- Local leaders owning the success of the new system.
Sales system challenge: HR Solutions firm
The Context :
Consultant was engaged to help a HR solutions firm with the team’s productivity issues as the sales numbers were going down. The director felt helpless and wanted to do an internal review of operations and delivery of services. The employees felt performance management of employees was inconsistent and bad behaviour was tolerated. The company culture was becoming more toxic leading to a breakdown of trust and collaboration They had a lead time of 3 months before which if they didn turn-around the existence of the company was at stake.
The Solution :
- 1-1 Interviews , sensing and diagnosing was done in 2 weeks to understand the ground issues.
- Identified performance management issues were related to the commission structure.
- Engaged the employees through a workshop to review the past and plan for the future.
- Redesigned the “Target Service model” to enable performance but also manage underperformance.
- Outcome
- The commission structure was reorganised to focus around collaboration.
- More transparency around sales targets and management of performance.
- Training support identified and each employee had a growth plan customised to their own growth.
Impact :
- 70% employees achieved their quarterly sales target
- 30% employees exceeded their sales targets by 40%
- 12% increase in success of shared leads.
- Organisation was back to being healthy.
150 Million Project at stake : Leadership team conflict