ABOUT THE CLIENT
A consulting firm based in Luxembourg with about thirty employees. Its growth has led to the hiring of several employees who must learn to work together. As a medium-sized company, it has to differentiate itself from larger structures based on its value proposition and the uniqueness of its employees.
THE CONTEXT
The company has decided to experience from the inside the advice it gives to its own clients. The founders would like to increase efficiency by identifying the main drivers and inhibitors of consultants and support teams and ensuring that employees fully embrace the commonly defined values. Their goal is to maximise customer satisfaction and retention within the company.
On the face of it, collaboration levels appear satisfactory, but the functioning of certain teams needs to be improved. The link between the founders and the employees needs to be strengthened and on occasion the teams demand a higher level of equity.
MINDFOREST'S MISSION
The Performance and Commitment approach was conceived to conduct an in-depth analysis of the factors of employee commitment and the root causes of the obstacles. MindForest was in charge of supporting the search for solutions and the implementation of mitigating actions.
Identify the levers and obstacles
of each person (employees and founders).
Resolve
potential conflicts and misunderstandings.
Co-construct
a rational operational model that is acceptable to all.
Lay the foundations
for a performance culture.
Strengthen commitment
by dealing concretely with obstacles.
Measure
the impact of corrective measures.
TOOLS, METHODS & ACTIONS
An academic questionnaire targeting the study of 10 dimensions related to commitment.
Formalization of an action plan and appointment of "Engagement supporters".
Prioritisation of the 3 dimensions to be worked on: Recognition - Community - Equity - Upstream preparation with the manager (refocusing of discussions, anticipation of discussion points and answers to be provided).
Root cause analysis: 1 day off-site.
Weekly follow-up via team meetings on implementation.
Use of a second questionnaire 3 months after the action plan was defined.
THE PROJECT OUTCOME
of additional indicators relating to the “Voice” and “Support” dimensions.
of a team feedback system.
THE MAIN SUCCESS FACTORS
RELIABLE RESEARCH
based indicators measuring before and after impact (which can be complemented by internal performance indicators).
CONTINUITY OF THE PROCESS
experienced over several weeks to ensure that the defined actions are implemented.
EMPOWERMENT
of the manager and team members involved in the process and in the implementation of actions.
ACTIVITIES AND EXERCISES
to create a constructive exchange of ideas during root cause workshops.
CREATION
of a space for expression and real dialogue.
IDENTIFICATION AND RESOLUTION
of latent conflicts.
The next success story is yours!
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