Failure to achieve business objectives is often down to an organisation’s familiarity with their own people and/or the successful outcomes they have delivered.
You often hear talk about people as being the life-blood of a company. Usually, this is followed by some rhetoric about how well that company knows their people, and how loyal and valued they are. There are many companies out there who make these statements, but how does a customer choose between them all?
The truth, often hiding in plain sight, is revealed by project case studies and key people profiles. It’s amazing how often these critical building blocks of success are not given the attention that they deserve. If you can’t tell the customer what they need to know about your company and your people, then how can they be sure that you can deliver what they want?
Case studies should capture the key experiences, activities, and achievements of project teams. The problem with case studies is that they are often compiled by overstretched managers who capture the key facts from their own perspective in the little spare time that they have available to them. They seldom present a true picture and often miss out the key details that will draw in prospective customers.
Staff profiles (or CV’s) should capture the key experiences, activities, and achievements of individuals. The problem is that they are usually cut and pasted from older versions, or else are quickly written by the individual themselves. Either way, vital details are often lost in translation.
But (and here’s the thing) the resulting records, with all their inaccuracies and omissions, are archived and wheeled out every time a prospect requires evidence of experience. In my previous life as a client, I’ve seen it happen so many times. I’ve also managed to step in and make improvements which have turned a potential failure into a resounding success.
Don’t be fooled into thinking that all of your information can be captured through simple online surveys, staff questionnaires, or even by reading old personal resumes. It can’t.
Real investment is needed if you want to truly know and understand your people, and your corporate capabilities. I’m talking about time, travel and face to face contact. I’m talking about questioning and listening, and about seeing your colleagues’ work first-hand.
That’s where you add value because that’s how you capture all the amazing things that you didn’t know (Donald Rumsfeld’s famous ‘Unknown unknowns’) Even better, it’s how your colleagues gain a better understanding of your corporate goals and the ways in which they can help you to achieve them.
Bid Factors can help you. We are the extra pair of hands, eyes, and ears that you don’t currently have. Our initial consultation is free. So why wait?
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