Unlocking 19% operational capacity by equipping operational managers with the appropriate skills & tools to improve individual, team and departmental performance

Challenge:

Improving efficiency & effectiveness of front-line operations

Positive customer growth coupled with ineffective forecasting and planning resulted in increased inbound work volumes, backlogs, overtime and staffing costs, with very limited time available to focus on increasing efficiency and effectiveness of people and process.

As in many organisations, most of the management community were selected simply based on being good at their current jobs, given minimal training and then left to their own devices

The Solution:

Focus on improving operational efficiency and effectiveness by the implementation of a robust management operating framework underpinned by a SaaS workforce and planning insights tool.

Equipped operational managers with the skills, tools, knowledge, experience and confidence necessary to optimise the effective utilisation of staff under their control and as a result, unlock the team’s true potential.

The Approach:

To enable the approach to be tailored to the organisation a four-step approach was implemented that would support the definition and requirements of the role of the manager, and support the establishment of a robust framework for success that would enable them to deliver top and bottom-line performance benefits for the business…

The programme was delivered in 4 key stages across 23 weeks

Discover: understanding the opportunity and opportunities to improve...

A series of activities were undertaken to identify including:

Size of the opportunity for improving operational performance
Current capability and daily activity of the management community
Management activity gap analysis vs. best practice
Alignment of programme with organisational vision and people requirements (competencies)
Existing Management Operating framework gap analysis

Train: equipping mangers with the required tools and techniques...

Delivery of management workshops that provided the management community with a common language, tools and skills that would underpin the redefined management framework. This involved delivery of core skills that included:

Setting expectations of the role and management activity requirements
- Competencies required including personal drivers and work practices
- Continuous improvement and best practice
- Short interval control and management by exception
- Performance management, coaching and effective action planning
Introduction to the Management Operating Framework
- Utilisation and routines required relating to workforce and planning insight
- How to use the SaaS toolkit
- Report interpretation (from numbers through to behaviours)

Embed: supporting the application of theory through coaching...

Emphasis on performance focussed competencies that would have a higher impact on line-managers efficiency – notably performance management, results focus, planning and active management supported with…
121 coaching that equipped managers with the support, confidence and discipline required to successfully achieve and sustain enhanced team performance
Provision of structured on the floor support to individual managers as they seek to realise targeted operational improvements, aligned and measured to agreed organisational management competencies

The framework enabled managers to establish data driven forecast and planning routines and improve the understanding of how to approach and then apply appropriate performance management, giving support at individual and team level. The revised framework allowed managers to collaborate, plan, control, review forecast work and utilise capacity consistently across teams.

Sustain: continue to deliver realisable benefits...

The programme goals were a balance of performance-focussed KPIs and behavioural competencies and activities ensuring that improvements were sustainable, with a focus on continuous improvement.

Realise operational improvement through better front-line management
Improve insights into individual, team, departmental, front-line operational performance
Embed management routines, that support continuous improvement and individual and team development

Results:

19% improvement in sustainable operational capacity after 14 weeks of targeted front-line management development and subsequent coaching with additional metric improvements:
- Quality +3ppt
- Sickness -4ppt
- Attrition -7ppt
Net promoter score increased through reduced wait times, right first time and less time on the call
Reduced unnecessary demand through improved processes, automation and reduced hand offs to teams (one and done)
Increased management capability, consistency and competence
A consistent active performance culture observed across all teams
Reduction in cross-departmental customer facing silos
Increased innovation –best practice sharing etc

Unlocking 19% operational capacity by equipping operational managers with the appropriate skills & tools to improve individual, team and departmental performance

​

Challenge:

Improving efficiency & effectiveness of front-line operations

Positive customer growth coupled with ineffective forecasting and planning resulted in increased inbound work volumes, backlogs, overtime and staffing costs, with very limited time available to focus on increasing efficiency and effectiveness of people and process.

As in many organisations, most of the management community were selected simply based on being good at their current jobs, given minimal training and then left to their own devices

​

The Solution:

Focus on improving operational efficiency and effectiveness by the implementation of a robust management operating framework underpinned by a SaaS workforce and planning insights tool.

Equipped operational managers with the skills, tools, knowledge, experience and confidence necessary to optimise the effective utilisation of staff under their control and as a result, unlock the team’s true potential.

The Approach:

The programme was delivered in 4 key stages across 23 weeks

Discover: understanding the opportunity and opportunities to improve...

A series of activities were undertaken to identify including:

Size of the opportunity for improving operational performance

Current capability and daily activity of the management community

Management activity gap analysis vs. best practice

Alignment of programme with organisational vision and people requirements (competencies)

Existing Management Operating framework gap analysis

Train: equipping mangers with the required tools and techniques...

Delivery of management workshops that provided the management community with a common language, tools and skills that would underpin the redefined management framework. This involved delivery of core skills that included:

Setting expectations of the role and management activity requirements

Competencies required including personal drivers and work practices

Continuous improvement and best practice

Short interval control and management by exception

Performance management, coaching and effective action planning

Introduction to the Management Operating Framework

Utilisation and routines required relating to workforce and planning insight

How to use the SaaS toolkit

Report interpretation (from numbers through to behaviours)

Embed: supporting the application of theory through coaching...

​

​

Sustain: continue to deliver realisable benefits...

The programme goals were a balance of performance-focussed KPIs and behavioural competencies and activities ensuring that improvements were sustainable, with a focus on continuous improvement.

Realise operational improvement through better front-line management

Improve insights into individual, team, departmental, front-line operational performance

Embed management routines, that support continuous improvement and individual and team development

Results:

19% improvement in sustainable operational capacity after 14 weeks of targeted front-line management development and subsequent coaching with additional metric improvements:

Quality +3ppt

Sickness -4ppt

Attrition -7ppt

Net promoter score increased through reduced wait times, right first time and less time on the call

Reduced unnecessary demand through improved processes, automation and reduced hand offs to teams (one and done)

Increased management capability, consistency and competence

A consistent active performance culture observed across all teams

Reduction in cross-departmental customer facing silos

Increased innovation –best practice sharing etc

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