Services - Organizational Refresh
An organizational "refresh" at either the enterprise level or department level is a move toward increased productivity, efficiency and job satisfaction.
Logenii's Enterprise Level Refresh Approach:
- Assess the existing job infrastructure against usefulness and needs for future business success.
- Compare assessment findings with HR perspective of needs.
- Validate proposed changes with selected team of staff and management.
- Build business case for proposed changes with impact analysis, abatement strategies and communications plan.
- Implement changes in infrastructure including compensation, HR processes.
- Communicate changes to management and staff through a cascaded informational sharing.
Logenii's Department Level Refresh Approach:
- Confirm department problem statement and objectives for a refresh effort.
- Create the RACI (Roles & Responsibilities) framework of tasks and stakeholders.
- Complete the RACI for each stakeholder.
- Using the resulting RACI, conduct a work analysis with department staff.
- Gather skills assessment information from department staff. (Optional: Profile motivation needs of department)
- Prepare recommendation for re-alignment of work and staff based on outcomes.
- Implement changes in infrastructure including compensation, HR processes.
- Communicate changes to management and staff through a cascaded informational sharing.
Case Studies:
Case:
Technology service desk had low customer satisfaction scores yet the staff was handling a high volume of calls.
Some customers no longer wanted their services and it was feared that more customers would decline services in the future.
Service:
Interviewed the IT leadership and several customers to better understand the dissatisfaction in service. Interview information
was used to build a profile of the service desk analyst needed today and a profile for the future (2-3 years out). Service desk
analysts assessed their skills against these two profiles. The results revealed analyst strengths in services not required
of the customers and revealed large gaps in service areas identified as critical by the customers. Department management
was able to take this information, align critical customer service needs with analyst current skills, and target training and hiring to
close the skills gap.
Case:
A dispersed technical support team needed to provide more consulting services rather than support services to the customer. A third party vendor
had been procured to handle commodity-level service like PC installations and repair. With this redefinition of the role, the IT leadership
needed to align this redefinition of the technical support team with the other IT functions. The results would provide key information
for a successful transition from the old to new technical support role.
Service:
Created a RACI for all IT functions with the IT leadership team. The RACI defined the new technical support role which was then used
to perform a work analysis and skills assessment of the staff. The results provided key communications needed with business customers around
service expectations. Heavy workloads carried by current staff to both support and consult with customers were modified with the new role definition.
Key development needs were uncovered and targeted to ensure a successful role transition.
