A
AT&T AT&T CAPITAL CORPORATION
Challenge
The organization retrofitted to self-directed work teams without
providing a definition for
"self-directed", or setting boundary conditions. Work
teams were unclear on what "self-directed" meant.
Actions
Designed
and delivered workshops on self-directed work teams to three
levels of teams within the organization. Workshops included
clear definitions and boundaries for self-directed teams.
Helped
teams set mutual expectations for team performance.
Provided
tools for managing conflict within teams without impacting customers.
Results
Senior leaders and work teams established
their own performance standards and goals
Productivity increased
significantly. Productivity was measured by responsiveness to
the
customer, turnaround time, and quick solutions.
PACIFIC BELL
Challenge
Call Center coach managers were unclear about the roles and
responsibilities in their newly-created jobs.
Actions
Designed
and developed a 5-day simulation program for coach managers
equipping them to handle their daily tasks.
Results
Unprecedented participant testimonials.
Accelerated program delivery.
PACIFIC
GAS & ELECTRIC COMPANY
Challenge
Customers were getting mixed messages because of communication
gaps within and between business units.
Actions
Conducted
a needs analysis that revealed an underlying cultural problem:
employees did not understand or accept the value of communication
in creating a consistent and customer-focused image.
Developed
a strategy that helped PG&E focus more on communication
processes as the company moved into a deregulated environment.
Results
Employees focused on a clear consistent
customer message as PG&E moved into a deregulated environment.
Central Contra Costa Sanitary District
Challenge
Differing skill levels within Facilitator Network caused some
gaps in group's ability to
facilitate more complex business meetings
Actions
Designed
and delivered a facilitator workshop including a set of clearly
defined principles
giving facilitators a variety of tools to respond to a myriad
of complex business situations.
Results
Facilitator Network became highly skilled
at managing challenging group interactions
Agilent Technologies
Challenge
North American Life Sciences employees' ability to aggressively
grow sales in new product line was questionable.
Actions
Analyzed
biotechnology sales positions to identify and assess gaps in
knowledge, skills and related areas that were impacting employee
performance and business goals.
Results
Division implemented recommendations
and both met and exceeded its annual sales goals.
Dey LP
Challenge
Human Resources organization was not well regarded within the
larger organization.
Actions
Conducted
an organization assessment to assess problem areas.
Created
a process improvement strategy for the Human Resources organization
to align itself as a business partner with other business units
to meet company's targeted goals. Strategy included organization
redesign, collaborative business practices and a specific communication
process.
Results
The Human Resources organization implemented
recommendations and became a strong business partner in achieving
company's yearly goals.
Alaska Native Medical Center
Challenge
New employee orientation was incomplete and inconsistent across
the medical campus.
Actions
Conducted
an organization scan to evaluate the viability and effectiveness
of the new employee orientation
Findings
described strengths and areas for improvement. Findings included
a two-pronged
approach: short term to address areas of immediate concern and
long term to create a viable program to set the stage for new
employee success.
Results
Medical Center implemented the short
term recommendations immediately receiving positive feedback.
Employees were better
prepared as they began work in individual departments.
SHELL OIL PRODUCTS U.S.
Challenge
New team leader needed to refocus team's direction and set performance
expectations.
Actions
Designed
and delivered a high-performing team workshop giving team members
self-sustaining tools tobecome more responsive to internal customers'
needs and requirements.
Results
Team became a role model for subsequent
self-sustaining teams.
Valero refining company
Challenge
Vacuum Pipestill cross functional team was under pressure to
meet project requirements on
schedule and within budget.
Teams'
communication with each other was problematic or non-existent.
Actions
Designed and delivered a high-performing
team workshop including service level agreements
and communication processes so each function within the cross
functional teams adhered to
tight deadlines and specific budget targets.
Results
Project was completed on time.
Alamo Learning System
Challenge
Language barriers, coupled with a mixed understanding of American
business practices, were making it difficult for work teams
in multinational companies to interact productively.
Actions
Designed and delivered team development, customer service and
management skills
component of State of California's Employment Training Panel
to multinational companies.
Helped
teams work more effectively by developing a common understanding
of roles and
responsibilities
Developed
a "team work ethic" or understanding that all members
must pitch in to achieve
team goals even if an individual's assigned work is complete
Results
Teams used self-sustaining team processes
to set goals, clarify roles and responsibilities,
determine internal working procedures and building effective
working relationships so they
could be responsive to customers' requirements.
Managers set performance
expectations for teams, became coaches and facilitators so
customers' requirements were fulfilled on time and within budget.
Manage
themselves appropriately as role models 