One of the most difficult challenges for multi-nationals in Asia is that of retention of their best people....
In research carried out by CCH (an HR company) the turnover rates for middle to senior manager can be as high as 50% for those joining in the last 5 years. The reasons for this turnover range from over promising and un-delivering expectations, to recruiting the 'wrong' people.
'INSIGHT' was invited to help one of our key accounts review their recruitment processes with a particular focus on face-to-face interviewing for senior and middle management. These processes involved implementing a Success Factor and Competency Based Framework, which would enhance the traditional evaluation process, resulting in a tougher and realistic approach to understanding the values, behaviours and strengths/weaknesses of prospective employees.
'INSIGHT' with its client evaluated the benefits of this approach and through the process of alignment, involved key senior managers responsible for business and functional strategies. Through this involvement,
'INSIGHT' has developed a highly customised Competency Based Interviewing Skills programme for its client's team.
Development of Vision and Value Statements for a Major Holdings Group and its Subsidiaries
Working with a Group CEO and the Board,
'INSIGHT' was involved in providing consultancy and support in developing a vision and values statement for the Group and its subsidiaries....
In helping to develop a performance based culture, a high level strategy programme was conducted across the whole Group. This was followed by a High Performance workshop involving the management team. A number of top management conferences were designed and implemented to facilitate culture change. In the course of our consultancy, behavioural change was measured against the corporate values of the company resulting in the building or corporate culture aligned with the values of the Group.
Creating a Template for Strategy Development and Building Corporate Culture
Working closely with the IT policy development division, a series of change interventions were made to build the team....
This included the development of shared values statement and crafting of a strategy process for a research unit in an IT based environment. Behavioural indicators to support the shared values developed were put in place. This is now being used as a template for strategy development and building corporate culture within the division.
Creating a Customer Service Charter for an Automobile Company
Insight was involved in creating a customer service charter for BMW in Malaysia and worked closely with the Managing Director and his top team.....
A series of customer service programmes involving a number of personnel at all levels were conducted in creating a customer service culture for the company. This resulted in a significant improvement in the quality of customer service. '
INSIGHT' was also involved in creating a business strategy process including the installation of key performance indicators for measuring the achievement of strategy growth. A number of facilitation workshops were conducted to enable transformation .
Lead a Major Strategic Intervention for a Major Oil Company
Working with the CEO and senior team of the company,
'INSIGHT' was involved in developing and implementing a major strategic and business culture transformation project for BP....
This involved clarifying vision, crafting strategy and developing and implementing a team building intervention for the organisation. Detailed peer reviews were conducted involving the top management team. '
INSIGHT' was also involved in coaching individual Senior Managers in change management and organisational transformation for the company.
Peter Cheverton regularly runs workshops on 'Key Account Management' and 'Global Account Management'.
