BRING IT TO BUSINESS |
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HOW? - WELL, WE BELIEVE THAT IN COACHING CULTURES . . .
We are capable of training organizations to explore the following:
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CASE STUDY
Initial Assessment of client’s state that made them seek Relationship Systems work; Desired Outcomes that defined their Agenda
The company operates a Technology Center to manage new product development, manufacturing, supply chain and product - sustaining activities on the island of Singapore. The Technology Center has an average of 950 employees who are divided into two groups i.e., Exempt and Non-Exempt. The Non-Exempt employees are eligible for overtime pay whilst the Exempt population, made up mostly of office-based staff, are not eligible for overtime. The ratio of Non-Exempt to Exempt staff in this Technology Center averages about 60:40.
The Agenda is to improve employee retention and satisfaction across the various types of employee groups. From the start of this effort in October 2012, the company chose to employ external professionals who specialized in management coaching and mentoring to be an active part of the program. The impartial approach adopted by the external coaches proved effective in winning the trust of employees and managers alike. This tactic resulted in valuable and relevant feedback to better understand factors which influenced employee satisfaction in the Technology Center.
What ORSC Competencies, Tools and Skills were used and what was the outcome or impact of the intervention?
Over the course of 2 years, we adopted a multi-pronged approach (along with the Technology Centre’s unending efforts across various initiatives) to tackle the Agenda. We do this together in partnership with the stakeholders and sponsors of this organization; as human growth partners, On the ORSC and Coaching interventions, we:
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Noticeable return on investment (ROI) or Return on Expectation (ROE) or Return on Relationship (ROR):
On feedback for the first intervention, the workshop: “A 2-day workshop, led and facilitated by external management coaches, allowed the task group to clearly identify immediate and root causes that affected work satisfaction and ultimately, employee resignations. This initiative also empowered the group to define actions and recommendations that would have a positive impact on the organization and employee morale.” Over the course of 2 years: Our coaching intervention, as well as the actions taken in the Technology Center improved employee retention by reducing the voluntary attrition rate by at 30-70% between 2012 and 2013. They continued focus on employee engagement also sustained the improved retention rate between 2013 and 2014 (YTD August). |