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In this session we’re focusing on your greatest asset – people. We’re going to look at five ways of driving real strategic management of the human resource; how you make sure you always have the right people in the right place at the right time. Also how systems can support the delivery of talent and innovation that is your point of difference -- your competitive advantage.
We’ll also look at how a robust and reliable support ecosystem is a key underpinning factor in being able to attract new talent. When it’s evident that a professional services organisation is known for its quality output as a result of following best practices it becomes a true career destination for the clued-up individual.
Professional services companies can raise project standards by applying a number of principles of standardization. These principles are the same for any size of company, from the small and medium enterprise, up to the larger corporate. So, we’re looking at frameworks that can support better project performance which drives overall better business performance for every type of service delivery.
When your customers are attracted to your organisation it’s either the result of word of mouth recommendation or web search or previous experience or maybe even of email marketing campaigns you’ve conducted. Whatever route they come to you by they’ll always only want to progress with you if your reputation for excellence and innovation, satisfied customers, respect and esteem in the industry is all impressive.
Reputation ultimately comes down to the value, the calibre and the reputation of your people. You deliver through the advice and skills of your people. And to stay ahead of the competition, you need to keep attracting and developing the right people.
Professional services businesses are frequently not entirely adept at managing their people strategically. Not in terms of rewarding or incentivising them, but making best use of their human resources, across multiple projects, to drive on-time, on-budget delivery and secure client satisfaction.
One way not to do this is by relying on spread sheets or assuming that dependence on numerous disjointed systems will do the job. Many companies do that from a sort of misplaced confidence in their top talent to sort of make sure everything works out well themselves. The thing is, top flight consultants in any field tend not to be too interested in the tedious admin tasks that feed directly into effective resource planning.
They are the resource and don’t really see why they should spend too much time managing the way in which they’re deployed – their careers and their job satisfaction are about doing what they do best, learning more, gaining more experience. Not about getting involved in what they would consider to be support tasks.
The provision of hyper-efficient project management systems and procedures is best practice at its best and will help drive the strategic u