 |
 |
 |
 |
 |
 |
|
|
|
|
|
|
 |
 |
|
Synopsis: A small but nicely profitable business built over a number of years through the hard work and dedication of its owner manager, whose family were able to enjoy a good standard of living for those years. However, there was little in the way of forward planning and reinvestment - oh the company bought the occasional machine, but invested little in people and systems. Consequently there was no autonomy within the business when the owner fell ill. With an uncertain prognosis for both the company and the owner there was little to show in terms of a prospective disposal for the years of hard work. An exit plan and period of grooming was required, one that resulted in the business obtaining a degree of autonomy, reliable management systems and some strength in depth to its management resources. This process and a realistic approach to deal structure provided real shareholder value over a period of a couple of years that the previous 20 had failed to deliver. Read full study...
Synopsis: A national fabricator with a track record of fantastic growth could see that its future growth rate would be limited by its ability to attract and retain the best people in a number of functional areas. Operations management had proven to be a particularly difficult area. MBA were asked to advise. We applied our recruitment process to the task. In the early phases of identifying the role and personal qualities it became clear that specific industry experience was not a knock-out criterion. In fact, there was a strong suggestion that appropriate candidates from an unrelated industry may have an advantage in outlook and paradigms. This realisation influenced the unfolding of the process, advertising medium and placement, structured interview questioning and job profile creation. The response was so good our client chose two new employees not one as the process had identified a number of people who were just too good to miss.
A medium sized IT business with a proud record of good HR management had recognised that their traditional appraisal system had become stale and was not achieving its key objectives - certainly it was not motivating employees. MBA advised on the introduction of an alternative in the shape of Profiles Performance Indicator, a web based assessment, completed in about 20 minutes by each employee. The results of the assessment were unique to the individual and contained not a trace of subjectivity on the part of the appraising manager. It was all about the appraisee by the appraisee. The manager's focus in the appraisal interview became - 'with this added knowledge about you, how can I help you to be more effective and how can I motivate you to even higher levels of performance?' All of a sudden the appraisal had a whole new lease of life and became a worthwhile investment of time and resources - at the cost equivalent of a few days staff training.
 |
People
|
 |
Performance
|
 |
Results
|