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Board and Governance Renewal
Realise Performance worked with an organisation to resolve the following issues:
- The Board and the CEO (including most of their management team) had become dysfunctional.
- The CEO had convinced a number of members of the Board that the organisation was no longer viable.
- The reality was that the CEO had entered into discussions with another organisation to take over the organisation, ensuring that lucrative positions were available to certain members of the management team.
What did we do:
- Working in partnership with the Board we were able to ensure that they fully understood what was being proposed and the reality of the organisation’s real position and what needed to be done to ensure the organisation was and remained viable.
- This resulted in a full restructure of the senior management group and the creation of new governance frameworks including the establishment of a skills based Board through Director recruitment and training.
What was the result:
- With a new management team in place, and the retirement of some Board members Realise Performance was able to steer the Board to refocus, establish a clear strategic direction and put in place structures and systems to heal the organisation.
- Within a relatively short period of time, our interventions resulted in the organisation not only being financially viable and sustainable but also in a position to enhance the organisation through diversification of their business offerings and acquisitions of other organisations whose operations were complimentary to their strategic direction.
Organisation Reform
Realise Performance worked with an organisation to resolve the following issues:
- Financial Viability – the organisation was almost insolvent, losing significant amounts of money and was carrying substantial levels of debt which they were struggling to service.
- Staff Turnover – good staff were leaving and turnover rates were in excess of 45%.
- Compliance – government regulators had identified significant deficiencies and had imposed sanctions.
- Community Perceptions – the local community in which the organisation operated were aware of the problems the organisation. Therefore, the organisation was facing and had lost community confidence. As a community owned organisation its future sustainability depended on the community valuing its services.
What did we do:
- Realise Performance undertook a full operational review to identify the issues facing the organisation including root cause analysis of the issues.
- Recommended a new organisational structure and new operational systems and processes to address the short term issues.
- Worked with the Board and senior management team to fully implement these recommendations.
- Actively coached individual managers through the change management challenges associated with the implementation of the recommendations.
- Worked with senior managers to exit misaligned employees.
- Worked with the Board and senior management group to identify a new long term strategic direction for the organisation.
- Worked in partnership with the Board and Senior Managers to reposition and realign the organisation to the new strategic direction including one on one coaching and mentoring of senior managers.
What was the result:
Short term (after the first year)
- The financial position turned around significantly. Many of the recommendations from the review identified ways to reduce waste and inefficiencies. These were implemented in full resulting in a significant rebalance of the organisations financial position.
- The new structure resulted in some positions being filled with people who were more appropriate for the roles.
- Staff turnover slowed as employees became more engaged as the organisation culture changed.
- Compliance issues were addressed and systems were put in place to ensure that they did not return.
- Community perceptions started to change resulting in increased revenue and community engagement.
Long Term (after 5 years)
- The organisation is very profitable (by industry standards) and has a strong balance sheet.
- Staff Turnover remains at levels significantly below industry standards.
- The organisation remains fully compliant with all legislative obligations.
- The new strategic direction was fully implemented resulting in significant sustainable growth.
- Community engagement has increased to levels where the organisation is viewed by its community as the organisation of choice for the delivery of services.
Strategic Workforce Initiatives
Realise Performance worked with an organisation to resolve the following issues:
- The Board and Leadership team had determined that the workforce was the key to organisational growth and sustainability.
- They also recognised that to realise this objective a culture that focused on employee engagement and recognition was needed.
- The industry in which the organisation operated had challenges both in terms of funding and community perceptions.
- The industry often attracted very unskilled and disenfranchised individuals.
- There was a general perception that workers in the sector were undervalued by both employers and the community alike.
- Employee surveys had identified that most employees did not see working in the organisation as anything more than a poor paying job with limited career options.
- The Board and Leadership also felt that the industrial framework that staff operated under actually supported the employees perception of their place in the community.
What did we do:
- Realise Performance established a leadership framework that encouraged innovation.
- Undertook education for both managers and employees that focused on the Strategic Engagement of both groups in the organisation. This education created a realignment between the organisations strategic direction and employees understanding of how their role and their performance in that role fits into the future sustainability of the organisation.
- Instigated a series of training programs for employees at all levels in Customer Service with an emphasis on the fact that every interaction with a customer can result in “Moment of Truth” which if not handled satisfactorily can significantly impact on the reputation of the organisation in the community.
- Undertook comprehensive supervisory education in Performance Management and having difficult conversations with staff. The latter also involved one on one coaching to assist them to resolve misalignment issues.
- Working closely with senior management, facilitated a reform to their industrial framework (an Enterprise Agreement). This work also involved working with employees and unions to establish a new innovative way forward within the limitations of the existing legislative framework.
What was the result:
- New Leadership Framework established that more appropriately aligned operational management to the organisation strategic direction.
- Staff surveys demonstrated that staff have a greater understanding and appreciation of their role and how it aligns with the sustainability of the organisation.
- Customer feedback surveys also demonstrated that the quality of the services provided by the employees improved and staff are more focused on customer engagement and quality service provision.
- Supervisors are now more confident in managing performance issues with staff. This has further reflected on a reduction in staff turnover as employees now accept that if an employee is not performing, supervisors will address the areas of non-performance.
- A new Enterprise Agreement has been put in place that promotes equity, career paths, workforce development and more appropriate employment arrangements that effectively supports the alignment between the organisation operation and its employee needs.
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