Report to CEO Orbis Protect Group 2C PDF

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The report outlines a Business Improval Proposal which involves the implementation of Business Process Improvement, Human Capital Management and Customer Relationship Marketing in order to resolve the previously identified issues. Positive Business Process Management would improve many of the issues relating the wasteful use of resources, lack of efficient software and the absence of employee training. Furthermore, Human Capital Management would directly combat the key issues within employee satisfaction. This also links to the decreasing customer satisfaction around operator professionalism and the service provided. Finally, Customer Relationship Management should be implemented in order to contest poor customer satisfaction in the hope that a clear customer focus will improve relationships and therefore the loyalty of the Orbis consumer.

Although the proposal outlined within the report will ensure a solution to the problematic issues identified, there is the possibility of negative consequences to the implementation of these. In addition to financial costs, issues surrounding employees are their understanding and acceptance of the changes being made within the organisation should be given significant managerial attention.

TABLE OF CONTENTS Issues Identified within Orbis Protects Practices....................................................................4 At a Glance......................................................................................................................... 4 Overarching issues within Orbis Protect.................................................................................6 Customer Issues.................................................................................................................6 Employee Issues................................................................................................................6 Underlying Reasons within Organisation for Issues...............................................................7 Data Handling.....................................................................................................................7 Structure of Organisation....................................................................................................8 Business Improval Proposal...................................................................................................9 At a Glance......................................................................................................................... 9 Business Process Management.......................................................................................10 Human Capital Management............................................................................................11 Customer Relationship Management................................................................................12 Potential Issues and Solutions.............................................................................................14 2

At a Glance.......................................................................................................................14 Cost.................................................................................................................................. 15 Resistance to Change......................................................................................................15 Employee Turnover...........................................................................................................16 Concluding Remarks............................................................................................................17 References........................................................................................................................... 18 Appendices.......................................................................................................................... 20 Appendix One: Fishbone Analysis of Orbis Protect...........................................................20 Appendix Two: Forcefield Analysis of Orbis Protect..........................................................20 Appendix Three: Cultural, Technological & Political Analysis of Orbis Protect...................21 Appendix Four: Root Cause Analysis of Orbis Protect......................................................22 Practitioner Conversation Workshop Documents.................................................................23 Appendix Five: Human Capital Management: Practitioner 1.............................................23 Appendix Six: Business Process Improvement: Practitioner 2..........................................24 Appendix Seven: Data Analytics: Practitioner 3................................................................24 Appendix Eight Enterprise Architecture: Practitioner 4......................................................26 Appendix Nine: Agile Project Management: Practitioner 5................................................27

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ISSUES IDENTIFIED WITHIN ORBIS PROTECTS PRACTICES

AT A GLANCE Over-Arching Issues within

Underlying Causes

Orbis Customer Low levels of customer

Poor data handling prevents

satisfaction within Issue

cohesive training of Orbis Staff,

resolution, operator

resulting in poor customer service

professionalism and service

skills and service delivery.

received (Customer Satisfaction Report, 2019).

Poor data handling prevents adaption of service to client’s needs. Current structure inhibits ability to improve service provides and resolve issues within the service.

Employe

Employee satisfaction is below

Poor data handling procedures

e

target (Employee Satisfaction

within organisation inhibits a

Report, 2019).

comprehensive training and improvement culture, limiting career

Areas of concern include

progression opportunities and

business ethics, career

professionalism.

progression and satisfaction within teams.

Organisational Structure creates tensions between different departments due to a lack of communication and data sharing.

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OVERARCHING ISSUES WITHIN ORBIS PROTECT

CUSTOMER ISSUES

Customer satisfaction is unsteady within the majority of areas of Orbis’ operations, with notable peaks and troughs. It is a major issue for Orbis to tackle, with studies recognising that organisation’s with ample customer satisfaction across all aspects of the business receive positive impacts to the firm’s value and earnings (O’Sullivan & McCallig, 2012). Areas such as operator professionalism, the services received by clients and issue resolution are consistently below target, causing concern for Orbis’ processes within these areas. These issues can be accredited to poor staff training, which have stemmed from technological issues identified within Appendix One, Fishbone Analysis. From the Forcefield Analysis of Orbis Protect, (see Appendix Two), it can be identified that customers demanding a better service is a major driver for change within the organisation, and therefore it is imperative that this is solved. An issue identified within the area of customer satisfaction is that Orbis do not currently create effective customer relationships.

EMPLOYEE ISSUES

Employee satisfaction is low within the organisation. Two particular areas of concern are ethics within the organisation, career progression and satisfaction within teams. Culture within the organisation is a contributor to this, with employees believing that Orbis has a hostile working environment. From Appendix Three, it is identifiable that Orbis has currently implemented a culture that exercises punishment over employee’s mistakes without reward for positive achievements, creating an 6

atmosphere of fear within the organisation. This acts as a deterrent for employees and departments to take credit for mistakes made (Graham and Cooper, 2013), inhibiting the organisations ability to correct and learn from these issues. Improvements in culture within an organisation can be seen to produce higher commitment levels in employees and an overall higher quality of service (Grijalva, 2017). Further, technological issues identified within Appendix Three, have resulted in poor training opportunities for Orbis staff despite a budget being available for them. This inhibits the staff’s ability to perform services and to progress within the organisation. There have been recent improvements in satisfaction, however, none are producing adequate results. It is imperative that satisfaction is tackled by the organisation as it is generally considered a prerequisite for a healthy organisation (Grijalva, 2017), and holds a direct link to customer satisfaction levels (Zablah et al, 2016).

UNDERLYING

REASONS

WITHIN

ORGANISATION

FOR

ISSUES

DATA HANDLING

Data handling at Orbis is a contributing factor to both poor employee satisfaction and consumer satisfaction scores. It can be seen from the Fishbone Analysis (Appendix One), that there are no clear and fundamental data handling processes set out to monitor employee performance, training completed and goals set. This hinders both the service provided and employee empowerment within the organisation.

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Customer satisfaction: It has been identified that customers are unsatisfied with the professionalism and issue resolution abilities within Orbis. This is due to time spent, the physical work being completed and the number/type of operatives at the jobs is not being recorded properly. This creates a lack of customer focus, with limited scope

to

tailor

Orbis’

services

to

the

consumer’s

needs.

Furthermore,

professionalism and issue resolution are poor due to the lack of records held and checked around staff training and performance. Employee satisfaction: Low expectations in career progress and empowerment areas are as a result of a lack of support and training. From Appendix Four, it is evident that this is an issue that stems from the poor management and handing of data revolving around Human Resource practices. For example, outsourcing HR practices completely as well as having no policy regarding the updating of staff training records. This is both a technological problem and a cultural problem as identified in Appendix Three.

STRUCTURE OF ORGANISATION

Orbis’ current structure is not representative of the organisation’s needs as it does not act in the best interest of either the organisations clients or employees. Clients: The current structure provides no clear motivation for employees to improve the service provided, with a culture of reprimand resulting in a lack of customer focus when resolving issues and offering services (Appendix Three). It was identified by the customer relationship manager that the lack of customer understanding within Orbis can root from the structure of the organisation not only not promoting interdepartmental work (Appendix Four), but creating rivalries and distrust between departments (Appendix Three). This is unhelpful when looking to correct mistakes made in service provision in the formation of an overall cohesive service from Orbis.

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Employees: As previously identified structure breeds distrust and rivalries between departments within Orbis (Appendix Three). This contributes to the poor ability to resolve issues within Orbis, with no process’s put in place to actively encourage a culture of improvement and learning from mistakes (Appendix One). The Fishbone Analysis (Appendix One) further identifies that procedures are not in place to promote better training or monitoring of staff, effectively lowering job empowerment and ability to rise through the organisation. To provide a comprehensive service to their clients there needs to be scope for communication between departments, to allow for customer relationships to be improved. From the Political and Cultural analysis of Orbis within Appendix Three, it can be seen that departments are working in silos with high levels of rivalry between departments. Root Cause analysis completed within the organisation (see Appendix Four) notes that the current structure of Orbis is a significant factor which stems into the wider issues identified such as customer satisfaction and employee satisfaction levels.

BUSINESS IMPROVAL PROPOSAL AT A GLANCE

Strategies Implemented

Action to be taken

Issues Resolved

Business Process Management

Implementation of staff monitoring system, which sets out targets outlined in appraisal reviews and monitors performance throughout.

Customer satisfaction around professionalism, issue resolution and service received increased.

Processes put in place for monitoring and management of data within Orbis.

More accountability for mistakes made within Orbis, reducing fear and rivalries within organisational culture.

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Number of non-productive hours decreased.

Customer Relationship Management

Human Capital Management

New IT system that allows for data pertaining to customer experience and staff work to be recorded and evaluated regularly.

Structure of appraisal and review implemented and then followed through within staff monitoring system. Bonus scheme focusing on education, training and promotion put in place.

Customer satisfaction around service received increased. Greater understanding of needs and wants of consumers. Greater abilities to customise service to customers unique circumstances Improved employee satisfaction within organisation around empowerment and progression prospects within Orbis. Improved customer satisfaction through greater professionalism and skill in service delivery. Reduction in non-productive time as rectification is less necessity

BUSINESS PROCESS MANAGEMENT

Business Process Management is one area that Orbis should place a particular focus on. Issues identified within the company’s structure relating to the wasteful use of resources, lack of efficient software and the absence of employee training, all have a direct correlation to poor process management. Therefore, a viable solution to these concerns would be internal process improvement. The success of process improvement throughout an organisation is ultimately reliant on key performance indicators (KPIs) to analyse performance and identify issues (See Appendix 6) (Industry Expert 2, 2019). This means that employees must be fully on-board and equipped for the necessary changes in order to meet these goals.

One of the most effective ways to improve business process management is the reduction of costs (Forster, 2006). With a high portion of Orbis’ time being used unproductively, one of the best ways to cut costs would be to terminate this issue. The implementation of a staff accountability and development review system would 10

therefore allow employees to be monitored and motivated (Kueng and Krahn, 1999). The objective behind this system would be an online program in which staff could set personal targets. The system would then highlight to management any targets that are not on track or have not been achieved. Staff may then revisit their own objectives regularly and raise issues as to why they may not be on track. According to an HR representative from a Scottish charity, accountability and development review systems will gain better performance from staff members, therefore cutting the costs spent on unproductive time (See Appendix Five) (Industry Expert 1, 2019). Through the implementation of this system, staff would be provided with training and insight into their personal development as well as the company’s development, furthermore working as an incentive to exert their best abilities.

A Forcefield Analysis conducted in Appendix Two, provides an insight into the chances of success through the implementation of a staff accountability and development review system. This framework will strengthen the forces supporting change and weaken those against it. With 26.5% of paid time being spent unproductively in Orbis (Orbis, 2019), this works as one of the strongest forces for change. Both customer and staff satisfaction are highly impacted as a result of this issue, which therefore disrupts the wellbeing of the organisation, working as forces in favour of this change. Consequently, it can be said that company management is the main supporter of this change. The motivation behind the implementation of this system is to improve staff performance and efficiency which will result in customer satisfaction. In order for success, management must implement an online software that tracks each staff member allowing them to develop their skills and meet company targets. This in turn will allow management to identify those who are underperforming and understand why, taking them to the root of the issue. The influencing strategy required for this improvement will be; relationship building between different levels of staff, setting an agenda through targets and managing impact to ensure the system is being tracked.

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However, change is not always welcomed in organisations (Rick, 2013). In particular the main detractor in this case would be staff through cooperation. The idea of being able to detect employees who are underperforming may create hostility as employees may fear for their job security, which puts pressure on them to consistently perform to a high standard. Staff cooperation is imperative for the success of process improvement, and therefore the aim of this system is to motivate staff and give them a level of empowerment over their own development as opposed to scrutinizing them. Furthermore, the influencing strategies would be the involvement of higher levels of staff and setting their own target agendas. This analysis provides a breakdown of factors to consider when implementing this system.

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HUMAN CAPITAL MANAGEMENT

Along with the implementation of Business Process Management, Human Capital Management (HCM) is recommended. As identified earlier there are key issues within employee satisfaction within Orbis. This can be accredited to a lack of career progression prospects observable for members of staff. This links closely with the decreasing customer satisfaction around operator professionalism and service provided. Human Capital Management has been proposed as a solution to these issues, actioning a coherent appraisal and review structure within Orbis to create a new culture of improvement and growth. It is also important to for the top management to recognise the importance of the employee-line manager relationship in performance management, as business outcomes such as enhanced efficiency, productivity employee competence and flexibility will be a positive outcome of a successful employee-manager relationship [ CITATION Sta11 \l 2057 ]. Industry Expert 1 noted that appraisal and review is a vital part of HCM, allowing for strengths and weaknesses to be identified and future goals for individual members of staff to be formed (Industry Expert 1, 2019). This would allow for identification of areas of support needed for staff easily, and for comprehensive action to be taken. It is therefore recommended that Orbis implements a structure of appraisal and review in a vertical fashion down from senior management through to lower ranking employees. It is important that senior leaders within Orbis play a key role in the implementation of HCM, to achieve greater cost efficiency, employee satisfaction an...