Effective crisis management
The main focus of my work now is crisis management planning and implementation of efficiency improvement programs within the company where I work. This article is devoted to the fight against the crisis within the framework of a single large advertising agency. All facts and details relating to trade secrets are excluded from the text. These methods can, in my opinion, be applied in any organization that has a similar management structure.
This article is brief, introductory and, rather, draft, but even it, I believe, will be of interest to executives and owners of companies whose activities are aimed at providing services not related to long-term planning (i.e., the average contract implementation time is up to 6 months ), and the annual turnover does not exceed $ 100 million.
Let me remind you that a year ago I wrote about the main risks that a business faces, and about ways to overcome them - http://insie-ru.livejournal.com/181035.html . If many companies were more attentive to their finances and risks, the crisis that unfolded in the fall would have been less disastrous for them. As a result, now discussing how not to get into a crisis is already meaningless, so let's talk about ways out of the crisis.
Employee performance evaluation
')
By employee effectiveness, I mean a combination of two criteria:
1. The ratio of net profit per employee to the sum of the total costs of the relevant direction and the salary of the employee.
2. The net profit from the employee's hour of work as the ratio of the total time spent by the employee at work to the net profit.
As the key reasons for the poor performance of employees in Russian companies, I see the following:
1. The lack of a clear and convenient system of planning, setting targets and reporting.
2. Lack of uniform instructions for working with typical tasks.
3. The lack of uniform instructions for work between employees in particular and areas in general.
4. The lack of a clear vertical management and the distribution of powers and responsibilities.
5. The lack of a single corporate spirit: clear goals and objectives of the company for the long term and for the near future.
6. The absence of serious non-material and non-career motivation of employees (the majority work either because of a line in the resume, or for the sake of experience, or because they don’t take it anywhere else, or because of money, whereas ideally the collective should be the prevailing factor , corporate spirit, common interests and goals; by the way, it can be traced at least by the fact that all employees leave the workplace at a set time, if they wanted to “bite the ground” for the company, they would have to be “driven out” from work).
7. The absence of a flexible and multi-profile system of material and intangible bonuses.
8. The lack of a clear and effective system of training new employees and advanced training (to replace part of the salary with practical case studies is almost an ideal way to reduce the company's salary fund costs and at the same time increase the professionalism and motivation of employees).
Ways to improve employee performance
Directions of work can be divided into several key blocks:
1. A unified strategy to improve the efficiency of the company
2. Intracorporate interaction
The article is taken from the community ru_economics, the author Insai (insie_ru)
This article is brief, introductory and, rather, draft, but even it, I believe, will be of interest to executives and owners of companies whose activities are aimed at providing services not related to long-term planning (i.e., the average contract implementation time is up to 6 months ), and the annual turnover does not exceed $ 100 million.
Let me remind you that a year ago I wrote about the main risks that a business faces, and about ways to overcome them - http://insie-ru.livejournal.com/181035.html . If many companies were more attentive to their finances and risks, the crisis that unfolded in the fall would have been less disastrous for them. As a result, now discussing how not to get into a crisis is already meaningless, so let's talk about ways out of the crisis.
Employee performance evaluation
')
By employee effectiveness, I mean a combination of two criteria:
1. The ratio of net profit per employee to the sum of the total costs of the relevant direction and the salary of the employee.
2. The net profit from the employee's hour of work as the ratio of the total time spent by the employee at work to the net profit.
As the key reasons for the poor performance of employees in Russian companies, I see the following:
1. The lack of a clear and convenient system of planning, setting targets and reporting.
2. Lack of uniform instructions for working with typical tasks.
3. The lack of uniform instructions for work between employees in particular and areas in general.
4. The lack of a clear vertical management and the distribution of powers and responsibilities.
5. The lack of a single corporate spirit: clear goals and objectives of the company for the long term and for the near future.
6. The absence of serious non-material and non-career motivation of employees (the majority work either because of a line in the resume, or for the sake of experience, or because they don’t take it anywhere else, or because of money, whereas ideally the collective should be the prevailing factor , corporate spirit, common interests and goals; by the way, it can be traced at least by the fact that all employees leave the workplace at a set time, if they wanted to “bite the ground” for the company, they would have to be “driven out” from work).
7. The absence of a flexible and multi-profile system of material and intangible bonuses.
8. The lack of a clear and effective system of training new employees and advanced training (to replace part of the salary with practical case studies is almost an ideal way to reduce the company's salary fund costs and at the same time increase the professionalism and motivation of employees).
Ways to improve employee performance
Directions of work can be divided into several key blocks:
1. A unified strategy to improve the efficiency of the company
2. Intracorporate interaction
a. Adjustment of interaction between departments as a whole and employees directly3. Customer service
i. The introduction of uniform instructions for working on different tasks and projects, the creation of a uniform template for the execution of tasks
ii. Development of a reference system for all typical situations that require prompt response from employees, from which employees could quickly receive all the information
iii. Setting up an automatic system of setting and tracking tasks (MS Project or another).
iv. Conducting joint trainings between departments in order to increase the efficiency of their work
v. Introducing a briefing system in departments and on specific projects.
vi. A clear distribution of responsibility for the constituent parts of each project with reference to the motivational package.
b. Adjustment of company structure, company management structure
i. Writing instructions for employees, to whom, how and for what questions they can contact, in what form, how soon and in what form the answer will be.
ii. Adjustment of the chains of setting tasks between multidirectional employees in the direction of increasing the responsibility of each employee for their work.
iii. Correction of the functions of department heads, interaction between managers, in order to eliminate points of possible conflicts
c. Development and implementation of new formats for internal document management
i. All sample documents should be uniform.
ii. Forms of requests and responses between employees.
iii. Forms of setting tasks.
a. Work departments with incoming customers.4. Motivational and educational programs for employees
i. Training employees to receive incoming calls
ii. Conversation scripting
iii. Solution of the problem, how to speed up the sending of specific proposals to customers, the preparation of template documents that are automatically adapted to the client through information from the database
b. Development and implementation of new document formats for clients
i. Commercial offers
ii. Estimates
iii. Agreements of intent
iv. Contracts and applications
v. Acts, phased acts
vi. Conversation or meeting summary
vii. Work plan
c. Development of a client management system from the first contact to the conclusion of a contract
i. Instruction
ii. Trainings for instructions
d. Development of a system for maintaining cooperation with regular customers
i. Maintain customer attention
ii. Presents
iii. Subscribe to press releases
iv. Introducing new initiatives for the client, adapted to his realities, in the face of changes in his market
v. Binding loyal customers to managers, responsibility and motivation of managers
a. Setting new criteria for assessing the quality of work, efficiency5. Improving the reputation and improving the image of the company in the market and among potential customers.
i. Employees, Senior Employees
ii. Department heads
iii. Divisions in general
iv. Certain areas by industry, region, location specifics
v. Companies in general
vi. Development forecasting
b. Implementation of the updated system of material and non-material motivation based on new criteria from paragraph 4a, taking into account the need for the interest of employees of one department or direction in the development of other departments or directions
i. Salary
ii. Bonuses
iii. Sales Interest
iv. Training
v. Presents
vi. Career growth
vii. Attention and loyalty from the company
viii. Reputation in the company
c. Implementation of educational programs for employees as part of a motivational package
i. Internal seminars
ii. Seminars and courses on the side
iii. Reading of books
iv. Examinations linked to the motivational package
d. Development of new intangible components of the motivational package of employees, increasing their loyalty to the company
i. Educational programs
ii. Career prospects
iii. Holiday at the expense of the company
iv. Free days
v. Schedule
vi. Presents
vii. Other attention and loyalty from the company
e. Conducting general corporate events, events within specific departments along with the personnel department.
i. Game trainings
ii. Joint trips and trips
iii. Increased trust between employees
a. Site6. Increase the rate of profit from customers by expanding cooperation with them in all departments
b. Modern corporate identity
c. Corporate standards for the appearance and communication of employees with customers
d. Adjustment of PR-activity under modern realities
a. Development of a system whereby a proposal to expand the work is developed for each client, even if the client needs some specific type of work7. Guarantees to the best employees that, provided they work efficiently, they will not be dismissed due to crisis, staff reduction, etc. (since they will work to increase the efficiency of the company, the company's loyalty to them is also important for them).
b. Transferring part of customer service functions from one department to another
i. Development of complex offers for large customers as a way to increase profits from them
ii. Consultation and briefing system for large clients by managers from different departments, brainstorming
The article is taken from the community ru_economics, the author Insai (insie_ru)
Source: https://habr.com/ru/post/51570/
All Articles