Highlights of some recently conducted FITC Consulting assignments
Staff Audit Background: As part of its strategic plan to become optimally productive, ensure career fulfillment for it staff and to achieve the organizational mandate, our client, a financial institution approached FITC to carry out a Staff Audit for its organization.
Solution: FITC Consulting built an online staff audit portal for the provision of bio-data information covering areas such as personal information, academic qualification, professional membership, work experience and training records by individual staff. On-the-spot verification across over 50 locations of the organization, and an in-depth comparison with existing functional organograms showed a level of unreliability in the current staff payroll list and called for immediate action to stem possible leakeages and sub-optimal deployment of staff across the various locations nationwide. IT also discovered several training needs and staff optimization opportunities.
Result: The client expressed deep satisfaction with FITC Consulting on its diligence, scope of expertise in approach which was consistent, fair and highly confirmatory of what the interim management of the organization had suspected.
Culture Change Background: Carried out before the consolidation of one of the medium sized banks, the Culture Change Project for a middle sized bank was part of a wider change journey that included changes in the business strategy and significant re-engineering efforts. The project arose from the fact that human behaviour has a direct and measurable impact on organisational effectiveness. To this end the project was intended to produce clear models of desired behaviours for individuals throughout the bank to support the strategic intent, enable core business processes and contribute to the desired customer experiences and business outcomes.
Solution: FITC Consulting carried out a comprehensive Culture Survey using bespoke structured questionnaire for data collection along with interviews. Analyses were done to gauge the current (As Is) culture of the bank. The Questionnaire covered areas of Performance emphasis, Team Work, Emphasis on Quality, Customer/Client Care, Change Management, Clarity & Direction, Performance Clarity. It also covered Reward Management, Initiative, Involvement, Innovation, Flexibility, Provision of Opportunity, Action Orientation and Management Style. Furthermore, the team agreed the core values and behaviours required to meet the new strategic thrust of the organization.
Results: At the end and upon implementation of the recommendations, this project resulted in an alignment of culture to strategy, structure, people, technology and processes. Senior management became more aware of and better able to manage the culture as a competitive weapon within the industry. There was observable shared ownership and commitment to change as well as improved operational performance through improved decision making and aligned behaviors.
