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Contact Manager
Phone:
+64 21 620 456
16 Kauri Street, Woburn, Hutt City, New Zealand
email:
Manager@virtual.co.nz
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Program stages
Although each program is tailored to the organisation, we have worked in all of the following stages:
1 Research Stage
Diagnostics. All of our work is based on a solid strategic framework which we achieve either by helping the organisation through a strategic plan or by using our Diagnostic Instrument. This ensures that the Service Program, the Culture, the Leadership style, and the Strategy of the organisation are appropriate to the market place and the wider environment.
Research Clients. This is usually an early stage because the results of the client focus groups are fed directly into the Program design; it is also used to give staff an insight about what their customers are saying about current service, and it is our base line for measuring progress.
Culture Survey. The results of this survey also feed into the program design. The aim is to measure the current culture and show where improvements are to be targeted. We would normally anonymously question all staff on job satisfaction, leadership styles, motivation, communications, teamwork, rewards and recognition, decision making and training.
2 Design the Service Quality Program
Following the research stage we design the program to your requirements, providing the appropriate level of sophistication for your staff and using your language.
The program aims to develop the attitude, skills and knowledge of your people; change occurs where all three are working.
3 Developing the Culture
Common vision. In our experience there is a deep need in people to feel part of an ennobling mission. We all need to "live, love, learn and leave a legacy". However unless people throughout the organisation own the legacy within their hearts they will not generate the energy required to make the program successful.
Core values. I have already spoken about the power of agreed values. I can not stress too strongly that values can not be imposed. You can not tell a person how they should feel. Much of our effort has been spent in developing processes which end up with every person having the organisation's values as their own.
4 Building Commitment for the Program
One of our insights, is that people can not be 'sold' a change of this magnitude, they must 'buy' it. It must be presented to them in such a way that they demand its introduction. Real care and skill are required at this point; a little longer establishing commitment often ends up with the program being much shorter overall.
The more people, throughout the organisation, who contribute in a meaningful way to the design of the program the higher the chances of success.
5 Staff Development
As a result of the Service Quality program people often end up in quite different roles and therefore need different skills. Front line people are often made team leaders and they need to develop leadership skills, team work skills and process analysis skills. Middle management often end up in facilitation roles which require coaching and mentoring skills rather than direction and controlling skills. These two groups require special training but all people require general training.
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