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Production area sexual harassment/production decline problem-
Production department in pharmaceutical plant was experiencing drastic reductions in output and escalating quality problems. It was felt that the nub of the problem related to an “outside work hours” incident between a male and a female employee who were both key members of the production team. I was engaged to re-establish the productivity and quality rates to their former level. I consulted with departmental managers, front line managers (FLMs) and staff. Then I facilitated a seminar with all parties involved. This was divided into two parts on different days. At the first part I gave some inputs about how conflict and challenge can be handled positively in the workplace. After one day of intense workshop format, I felt they had sufficient grasp of the vocabulary and concepts for resolving conflict. On the second day I encouraged the parties to challenge each other using the skills practised on day1. Then I managed and facilitated the ensuing eruption of accusations and counter accusations to let the real issues emerge so that all could see what had happened. It emerged that different FLMs had been offering a variety of ad-hoc incentives to some employees. This occurred on some shifts to ensure staffing levels in the department at weekends and on nights when there was a demand for maximum output to meet order backlogs. Rumours originated from the time these practices started about favouritism and under-the-counter deals. The decline in production and quality was also traced to this time. Matters boiled over at an off-site out-of-work-hours function involving a female and male FLM from different shifts. Angry words were exchanged and the female FLM complained to her manager that she had been bullied and hinted at sexual harassment. All the involved parties agreed that the cause of the trouble was the distrust engendered by the different deals. Also it was agreed all parties would collaborate with the manager and FLMs to re-establish good work practices and increase both throughput and quality levels in line with demand. I facilitated a subsequent half-day workshop one month later to give all parties a chance to review progress and agree any further measures. At this meeting it emerged that the throughput was in line with demand and that quality levels had improved to higher that previous maximum levels. Also people believed that relationships between all parties were improving. Promotion Stakes Application/CV/Interview preparation
An experienced and well regarded manager wanted to be coached in CV preparation, interview skills and influencing techniques to secure key role in post downsizing rationalisation. Effectively the organisation was slimming down from 8 to 4 departments. Applications for the 4 key posts were open to the existing 6 of previous 8 managers and to up to10 younger up-and-coming managers. My client was one of the 10 up-and-coming cohorts and had determined that this was one chance he wasn’t going to miss. I mentored him in researching the key decision makers and their personalities and to draw up a list of the core competencies required for the position to which he aspired. Then I proposed to him that he draw up his CV with an emphasis on how his experience profile matched the core competency requirements. Also I proposed that he outline what she would do differently and how he would propose to make his department realise the strategic objectives associated with the rationalisation. This involved two short meetings and the interchange of many E-Mails together with long phone calls where I mainly acted as a sounding board and coach for him to discover what he already within himself and to help him present it in a winning way. He got the job and prospered in his new role. Customer complaints rising/customer care declining Customer care/assertiveness and handling of complaints A national logistics company was getting an increasing number of complaints from customers about intimidating behaviour on the part of its drivers when making deliveries. TBC Project teams bogged down and missing critical gates
Preparation of tender price and conditions in a highly competitive PPD* environment. (*Public Procurement Directive)
Establishing BE point and building new profitable Business Model
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