Training & Development
Most of our engagements with Clients involve upskilling the internal team in the tools and techniques which form the basis of ongoing improvements. We run courses across a wide spectrum of areas: Quality Management System (QMS), Lean Six Sigma (Yellow / Green / Black Belt), Balanced Scorecards, Projects Selection, Internal Quality Auditing, Finance for Non-Finance Managers, Team Building, Change Management, Project Management, Design for Six Sigma (DFSS).
Most training is available at Beginner, Foundation and Practitioner Level.
Please watch this space for our comprehensive training offering to be released beginning of April 2020.
These courses are offered on an in-house as well as open and public training modules.
Coaching & Mentoring
Invariably, we include coaching and mentoring for Client’s internal resources to ensure they have the sustainable capability in due course. This is always done in conjunction with the training and development initiatives. Our experienced Consultants adopt a ‘Show & Tell’ approach to make sure that not only we complete the job at hand, but the internal team learns the techniques well so that it is embedded in the organisation.
The effort we put in towards this goes a long way to create a win-win for all parties. The organisation receives trained and qualified resources with the right mindset and approach; the individual finds immense satisfaction in leveraging their new skills for their own career aspirations; and we build ‘critical mass’ to increase the momentum of the program or take it to the next level.
Objective Setting & Performance Management
Oh…that corporate annual ritual! Yes, that is how it feels in most places. When senior managers discuss the need for improving the performance management system in their organisations, the antidote is often a new IT application peddled by the HR organisation to help manage the recording and tracking of objectives.
A few hundreds of thousands of pounds later they are probably still living with the problem and frustrated with the IT application. This usually happens because they have not devoted the time and effort to create a performance management system first. The top-down approach stops with vision, mission and if lucky an agreed business plan linked to the vision. It is then left for people to join the dots using a bottom-up approach. This creates a massive issue with traceability of progress through the year with respect to the organisational objectives. For example, we have even seen situations where everyone has met their objectives and yet the organisation hasn’t! In other situations, a lot of resources are wasted where managers and employees have committed themselves to some initiatives based on the bottom-up view and have to then abandon them halfway through the year because they are not deemed critical or aligned to what the organisation is trying to achieve.
Our recommended approach is to undertake the implementation of something like the Balanced Scorecard (BSC) once the business plan is done on a 3-year rolling basis, followed by a cascade of objectives to department levels and then on to team level. This maintains a clear line of sight, is efficient, is integrated and best of all avoids being an annual ritual.