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The basis and guiding principle on how I conduct work associated with resource planning, performance management and improvement. This is also the approach that I would take when either consulting or implementing a new team/Department in the Planning and Insight space.
Creation of Capacity Plans for all elements of the business. Creating understanding and true view mechanics of FTE. Implementing industry standard methodologies to support full business understanding of capacity, with emphasis on 'what-if' scenario modelling.
Most businesses hold an extensive amount of high-quality data but lack the mechanisms for insight reporting. Immediate implementation of insight building will begin – Volume Forecasts, FTE Forecasting, Attrition/Absence Forecasting, and a complete rework of Executive Dashboards. Elemental reporting will be created to understand failure points as many metrics do not provide insight to root cause.
Visuals – We will bring visual standardisation to reporting, with the ideas behind quality of life and template style use. MI/KPI dashboards will be developed for all elements of the business (matching Capacity Plans) from CEO to site level to provide at a glance MI to help in the decision-making process. Of course, there are normally great data sets available thanks to the arduous work of many people, we will be looking at how we can invigorate and stylise this appropriately to support the wider business.
Maintaining and improving Knowledge Base/Management focusing on accessibility. Alongside this defining a clear roadmap for improving our overall strategy and delivery of knowledge access and capture for the organisation introducing a clear strategic Knowledge Strategy.
Creation of quality measures where appropriate with a crossover to support audit functions. Measuring input/output quality, not just task/case quality to understand internal inefficiency points. Supporting wider operations to implement a more standard view of quality control and quality drivers.
Insightful MI and Quality should support targeted process improvement. Instigating extremely clear and detailed process improvement MI to show what, where, when how and why. Proactive improvement works often starting with making sure the right people sit around the table.