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Maximising Workforce

The Client

Our client was in the fast-growing services industry.


The Challenge

The company was experiencing workload surges and unpredictable demand as it broadened its range of services. The CEO wanted to address the conundrum of staffing for lean and peak workloads, maximise workforce productivity, and grow the company with minimal increase in manpower


The Solution

Our Premise

To enable an organisation to achieve its desired growth with minimal increase in manpower, we need to enhance effectiveness and reduce inefficiencies. We also need to create a flexible organisation capable of addressing varying demands for services. Most organisations are burdened by complex hierarchies and reporting structures. Leaders and talent feel constrained by the bureaucracy. Addressing the conundrum of staffing for lean and peak workloads  requires a strategic approach that balances efficiency with flexibility.

A piecemeal approach will not deliver the dramatic change the CEO needs. We therefore, decided to adopt a comprehensive approach that covers a critical review of structure, processes, job design, technology, and skills. This will enable us to identify ways to maximise manpower utilisation and create a flexible organisation.


What we did:

Tier 1: Changing structure- introduction of flexible teams

  • We started with assessing the effectiveness of the organisation.  We identified sections of the organisation directly involved in client service, which experienced significant fluctuations in demand. These areas necessitated agile and innovative approaches to work. Conversely, we identified other segments of the organisation where workload remained relatively stable.

  • For the sections of the organisation engaged in direct service, we devised a team-based flexible structure known as a "network of teams." Meanwhile, for the other side of the organisation, we developed a functional structure employing specialists. We termed this side as Core Departments.  These specialists would be integrated into the network of teams as needed.

Tier 2: Redistributing job responsibilities

  • We conducted a thorough examination of the work content and processes across the organisation's current job roles. This involved analysing work tasks, employee workload, and time allocation in detail. Through this assessment, we pinpointed various inefficiencies, such as tasks with low value-added contributions, duplications, overlaps, and redundancies. Using the LEAN framework, we strategically categorised these inefficiencies as forms of waste, laying the groundwork for targeted improvement initiatives.

  • Additionally, we carefully assessed the distribution of tasks between Core departments and the network of teams. This evaluation provided valuable insights into areas where workload distribution might be uneven or where time could be better allocated to enhance effectiveness and efficiency.

  • Following these evaluations, we identified work areas that needed to be transferred to the core departments and others that could be delegated to the network of teams. By redistributing job responsibilities in this manner, we aimed to better align with organisational objectives and make optimal use of employee skill sets. This strategic reallocation of tasks was geared towards enhancing efficiency and effectiveness across the Core department and network of teams.

Tier 3: Redesigning Jobs and Processes.

  • Based on the newly established structure comprising Core Departments and the Network of Teams, we undertook the redesign of specific processes. Our focus was on eliminating bottlenecks, duplications, and redundancies, while identifying areas for improved effectiveness and operational efficiency. This strategic overhaul resulted in smoother workflows and a significant reduction in resource wastage.

  • Furthermore, we initiated a comprehensive job redesign initiative aimed at minimising low-value-added tasks and sharpening the focus within job roles. We also suggested flexible staffing models.  This effort was geared towards enhancing productivity and ensuring that employees' time and skills were maximised to drive organisational success.

  • We identified new skill sets and cross-training opportunities for job holders. We also designed new career paths aligned with the restructured organisation to facilitate professional growth and development in line with the organisation's objectives.

Tier 4: Identifying future requirements

  • New Work Areas Identification: We identified emerging work areas aligned with the services the organisation proposed to introduce.

  • Technology Use Cases: We identified technology use cases to augment productivity across various aspects of client’s operations.

The Result

The organisation expanded its operations and introduced new services without increasing manpower. This success highlights the effectiveness of our redesigned structure, optimised workflows, and strategic resource allocation. By maximising the potential of the client's existing workforce and implementing efficient systems, the client achieved sustained growth and met the demands of evolving market conditions.

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