External reputation audit, analysis of inner communication in the company

• Conducting a complex reputation audit of the company among staff, clients and partners, civil servants, potential employees (external labour market), including young employees
• Limited-scope reputation audit of the company only at the labour market. Benchmarks of the company perception and its key branch/ region rivals as employers
• Effectiveness audit of existing dissemination channels for staff, media, projecting of new optimal channels and means of communication

Inner communication technology training for employees of the company

Training topics:

• Means of translation for company messages into the language of structure level managers. Technologies for writing texts of inner advertisement and articles
• Value communication: technologies and techniques
• Development of inner communication concept and programme
• Employer’s brand management: brand-platform modelling, brand advertising – channels and messages
• Corporate portal management
• Employees’ blogs, internet-communication management

Development of inner communication system in the company

• Development of inner communication management strategy in the company during changes/ transition period to a new stage of development (including development of company’s new brand architecture and their attributes communicating by different audiences)
• Employer’s brand projecting (company’s brand platform in general, brands architecture) and working out labour market positioning of the company (including positioning concerning young staff, students of leading Russian high schools).
• Development and implementation of employees’ feedback collecting system (via hotlines or other channels), system of appeal stimulation and processing
• Writing programme texts, preparing key content for inner communication system: translation of company values and strategies, changes programmes into the staff language
• Preparing communication programmes for corporate missions, values, cultural norms
• Employees’ blogs, internet-communication management
• Structure and content development for corporate portal

Company employees’ state independent evaluation up to loyalty, involvement and motivation index

• Up to RusFactor technique (“Russianfactor”), taking into consideration peculiarities of Russian value archetype (unlike international analogues)
• Comparing to other Russian employers of the same branch

Development and implementation of inner corporate evaluation system for the company employees’ state up to loyalty, involvement and motivation general index; as for the whole staff and for project/ small groups

• Unlike other market players we suggest not attracting an outside contractor for auditing staff’s state each time, but implementing such a system as inner permanent questionnaire for the staff, thus property and instrument of the company.
• The technique we offer the customers (RusFactor) is built with understanding of employees’ Russian behaviour patterns, archetype values, unlike foreign ones.
  • - It comprises factors missing in questionnaires of international companies, but are prioritised in the Russian culture and define staff motivation structure even of those international specialities, as IT specialists,
  • -It eliminates influence on employees’ state estimation of the factors prevailing in western culture in obviously greater degree than in ours.
• The system is obligatory adopted up to peculiarities of a certain company: culture, targets, strategy and values, peculiarities of HR management
• The technique is tested on more than 100 thousand employees of Russian enterprises
• The technique is given as a scope statement for automation (not depending on ERP platform or types of individual solutions, applied in the company) or already automate questionnaire in web-interface

Development of technique for annual individual employee estimation (assessment, 360) – rich-content automate evaluation systems being permanently operating at the incorporate level

• Basing on large scale studies of IT-staff peculiarities by our Centre: values, structures, motivation, labour market perception
• Taking into consideration peculiarities of a certain company: culture, targets, strategy and values, peculiarities of HR management
• As a scope statement for automation (not depending on ERP platform or types of individual solutions)

Estimation up to untypical wide extend:

Not only:

• Skills, competences and adequacy for the job (due to direct functions),
• Performance, effectiveness in fulfilling tasks, functions and employees’ rate during the year and at year-end, comparing to the previous year,
• Professional and personal qualities

Making decisions in the 1 year outlook and towards 1 employee:

• Whether to change salary or position
• What to train next year

But also:

• Intension and tendencies in professional development
• Management potential of an employee
• Potential variants of horizontal mobility inside the company (professional tendencies)
• Levels and factors of employer, involvement, loyalty and motivation satisfaction
• Management efficiency in the company in general (viewed by the staff)
• Project/ small working groups efficiency

Midterm decision making (3-4 years) concerning not only every employee, but also the whole company:

• Which midterm growth plan is to be contemplated for each employee
• How to prolong an employee’s life cycle in the company (due to either horizontal mobility or being put into management pool)
• What is the state of the whole company staff (statistic and analytical generalisation) from the point of view of motivation, involvement and loyalty level
• What is the state of management system in the company in the whole company and at the level of project/ small working groups

Individual estimation of chartered specialists and managers by diagnostic in-depth structured interviews: motivation and involvement state, management competence and profile/ role/ style, personal potential and restrictions for growth. Building personal growth plan in the company

Preparing plans of employees’ horizontal mobility as measures for prolonging loyalty cycle of an experienced employee in the company (at the stage when further promotion is of no interest for the company, but the question of changing responsibilities, growth is a critical one)

• Reveiling high risk groups of leaving the company due to uninteresting tasks (the most important criteria for specialist in-demand as also remuneration of labour)
• Conducting occupational guidance tests for employees (in order to estimate variants of horizontal mobility)
• Developing systems of feedback collecting & information on possibilities of horizontal mobility in the company
• Synchronization of horizontal mobility, individual staff estimation systems and staff involvement/ motivation/ loyalty collective audit

Analysing niche segments of highly-skilled professionals: qualitative and quantitive indicators (staff number, wages, structure), forecasts, esteem of new candidates potential sources, general competences structure of potential candidates (estimation of necessary training investments)

Attracting young candidates to target profession

• Analysing young candidates’ value & motivation structure of the profile/ regions, generation peculiarities interesting the company
• Developing best offer at the labour market of young candidates
• Developing partner programmes with vocation & high education institutions
• Overhaul of motivation system (financial and non-financial, social package) and entry career laders for young candidates
• Developing system of adaptation, mentoring and training for young candidates
• Developing a longterm system of young candidates “boosting” in their specialities and professions

Projecting competitive social package for employees, taking into high consideration employees’ individual peculiarities and rivals’ efforts, also world context of labour market on in-demand specialities

• Demand and usage audit of fringe benefits current set, prioritising up to importance of fringe benefits (in case of necessity of budget optimisation)
• Modeling an optimal working environment for the staff
• Suggesting creative solutions based on a unique for Russian market employee social assistance

Review of wages and remuneration plan systems on specialists of hard-hitting niche categories, data of which are absent in analytical review of general distribution

Perfection of project and crew management system

• Revealing of management bottlenecks viewed by employees (and clients, if possible)
• Analysis of efficient interaction between departments. Estimation of potential increase of inner customer centricity in the company
• Efficiency audit of current project work standards and development of additional in-demand standards
• Development of training plan & structure on management competences for focused specialists
• Working out of selection system for future promissing managers, candidate pool

Efficiency and projecting audit of project teams/ small working groups

• Estimation of current project team efficiency. Revealing of interaction bottlenecks and up-to-date directions of rising efficiency considering personal peculiarities of project team-mates and their project roles distribution
• Defining optimal team personnel (up to human-being types and team roles) for project special demands
• Conducting trainings on:
  • Projecting skills for project teams
  • Management skills for teams and project tasks

Organizational mirror. Complex estimation given by the staff and managers of all levels, especially of lower ones.

• Revealing of the most problematic and strongest points in management systems, basic functions (production, supply, repairing, HR, etc.), company corporate culture from the point of view of the staff.
• Defining state of the management system (main control and function junction) leaving out “bureaucracy screen and too long chain of command” by the staff and managers of all level, especially of lower ones.
• Changing programmes/ organising reforms, reorganization maintenance
• Conducting researches among the staff: prompt collecting of system indicators, live feelings and impressions of wide employee range on real work of the whole system, singling out the very bottlenecks and weak points, problematic functions, restricting performance of the enterprise – in order to inform C-suits
• Target monitoring of function state, being under recent centralisation and other reorganising (supply, repairing, back- and mid-office, etc.)
• Prioritising according to programme of changes in general management system: preparing a master-plan on controlling improvements during a year.
• Correction/ programmes of organisation adjustment creation up to their real current demand and efficiency “at places”
• Revealing main reasons for changes opposition among the staff /li>
• Singling out potential agents for changes among the staff
• Developing communication programmes, motivating changes, taking art in changes, expressing initiative

Merge & acquisition transaction support, organisation adjustment

• Express-estimation of company staff’s state/ core group, being joint to productive Holding in the frame of merge or acquisition: defining level and problems of top priority, positive points of reference, degree of Holding culture & management system compatibility
• Preparing merge programmes for corporate cultures and key standards, working principles: communication and other events
• Staff perception estimation of change & reorganisation programmes, accompanying transactions. Search of effective change agents and means of breaking myths, restricting staff motivation of taking part in changes

Rising staff efficiency and client-focus, contacting production customers (front-managers, high quality engineers and technologists, sales managers)

• Efficiency audit of front-managers, working with clients (by methods of corporate clients’ loyalty estimation, that the Centre uses as one of b2b-marketing market leader), including a mystery-shopping way, in-depth interviews with clients. Defining degree of their client-focus.
• Developing client communication standards, that truly rise clients’ loyalty