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HR
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RETAIL
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TECHNOLOGY
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HELPING AN HR TEAM GO FROM GOOD TO GREAT IN HEALTH CARE
PROBLEM
The CHRO for a large health care provider had built a loyal following among her staff but was not demonstrating to her peers how the HR function was adding value.
SOLUTION
She administered the Team Assessment Survey II to her direct reports, and the feedback indicated the HR function had ill-defined, overly vague goals and was not meeting customers’ needs.
The HR leadership team used The Rocket Model framework to:
OUTCOME
The team scorecard was used as a communication vehicle to help doctors, nurses, technicians, and the rest of the HR staff understand how the function was contributing to the organization’s goals.
As a result, key stakeholders had a much clearer view of the activities and value of HR within their organization.
The CHRO for a large health care provider had built a loyal following among her staff but was not demonstrating to her peers how the HR function was adding value.
SOLUTION
She administered the Team Assessment Survey II to her direct reports, and the feedback indicated the HR function had ill-defined, overly vague goals and was not meeting customers’ needs.
The HR leadership team used The Rocket Model framework to:
- get alignment around the situation facing the HR function
- build a team scorecard consisting of meaningful, measurable, and benchmarked HR goals
- build action plans to achieve the goals
- run monthly scorecard review meetings to check progress and adjust plans.
OUTCOME
The team scorecard was used as a communication vehicle to help doctors, nurses, technicians, and the rest of the HR staff understand how the function was contributing to the organization’s goals.
As a result, key stakeholders had a much clearer view of the activities and value of HR within their organization.
TURNING AROUND A DYSFUNCTIONAL EXECUTIVE LEADERSHIP TEAM IN A RETAIL ORGANIZATION
PROBLEM
Brand B was one of seven business units in a $7B retail organization. Brand B had missed its financial targets over the prior two years and was facing another miss unless significant changes were made.
Senior executives had different opinions about customers, competitors, and sales channels; there was little consensus on key goals; roles and responsibilities were unclear; executives complained about ineffective meetings; and finger pointing was routine.
SOLUTION
A team diagnosis was completed using phone interviews and the Team Assessment Survey II. The Rocket Model framework was then used to design a series of off-sites for the executive team. The team:
OUTCOME
A follow-up administration of the Team Assessment Survey II showed dramatic improvement in team functioning, and the team was able to successfully achieve its year-end financial goals.
Brand B was one of seven business units in a $7B retail organization. Brand B had missed its financial targets over the prior two years and was facing another miss unless significant changes were made.
Senior executives had different opinions about customers, competitors, and sales channels; there was little consensus on key goals; roles and responsibilities were unclear; executives complained about ineffective meetings; and finger pointing was routine.
SOLUTION
A team diagnosis was completed using phone interviews and the Team Assessment Survey II. The Rocket Model framework was then used to design a series of off-sites for the executive team. The team:
- gained alignment on the situation facing the Brand
- identified the vital few goals that need to be accomplished to achieve budget
- restructured its membership
- clarified roles and decision-making responsibilities of team members
- significantly reduced the number of meetings and established a new operating rhythm
- and built quarterly action plans
OUTCOME
A follow-up administration of the Team Assessment Survey II showed dramatic improvement in team functioning, and the team was able to successfully achieve its year-end financial goals.
LAUNCHING A NEW TEAM AT AN ENGINEERING COMPANY
PROBLEM
The company was experiencing unacceptably high levels of client attrition, making it difficult to achieve revenue goals.
SOLUTION
The Rocket Model framework was used to help launch a cross-functional task force assigned to address the company’s customer churn problem.
Over a four-month period, the task force team went through a series of Rocket Model exercises to:
OUTCOME
The team was successful in having its recommendations accepted and put into place, resulting in the implementation of a robust customer satisfaction measurement system and leaders being held accountable and rewarded for achieving their customer satisfaction goals.
As a result, customer retention rates improved dramatically, helping the company improve revenue growth.
The company was experiencing unacceptably high levels of client attrition, making it difficult to achieve revenue goals.
SOLUTION
The Rocket Model framework was used to help launch a cross-functional task force assigned to address the company’s customer churn problem.
Over a four-month period, the task force team went through a series of Rocket Model exercises to:
- gain a shared understanding of issues surrounding the customer satisfaction problem
- clarify team member roles and responsibilities
- establish meeting, communication, and decision-making norms
- develop and implement a plan for managing key stakeholders
- develop practical solutions with detailed action plans and cost-benefits analyses
- and make recommendations to the executive leadership team
OUTCOME
The team was successful in having its recommendations accepted and put into place, resulting in the implementation of a robust customer satisfaction measurement system and leaders being held accountable and rewarded for achieving their customer satisfaction goals.
As a result, customer retention rates improved dramatically, helping the company improve revenue growth.