It frequently happens that a business owner or top executive is aware of the necessity for substantial improvements in organizational structure and in human resources processes, and needs a sound analysis of the current situation and a perception of options for action. This happens in large organizations as well as in small companies.

Not for profit organizations, such as government entities and social institutions, also show this kind of demand.

To us, a demand of this kind is the ideal starting point for a consulting relationship. The process unfolds typically in the following phases:

1. A first exploratory encounter, free of commitments, in which we present our methods and criteria, and take data required for preparing a proposal for an organizational diagnosis. If the client agrees, we move on to the next stage.




2. Preparation and presentation of a proposal for organizational diagnosis and possible courses of action. This document makes explicit to the client the kind of conclusions that will be presented, the data needed from the organization, the persons we need to interview and the fees for the task. If the proposal is accepted, we continue with the diagnostic process.
   
   

3. The frame of reference we use for diagnostic purposes identifies precisely the kind of data required. We know what specific what information we should get and from whom. For this reason, this stage is fairly short and does not require a large investment of work time neither from the client organization nor from us.

   One of the requirements for this stage is an explicit statement of the organization’s strategy. All recommendations on structures and processes are centered on the alignment with strategic guidelines.

   The product resulting from this stage is a written report that is presented in personal meetings with appropriate officers in the organization. This document includes a diagnosis of the current organization and the recommended courses of action.

4. After the previous stage, options diversify. They depend on the specific situation of the client organization and on what their executive officers decide to do. Typically we proceed to the design of required organizational structures and human resources management systems.

   It is interesting to note that even though our proposals are not aimed a reducing cost, but at improving internal effectiveness, a typical result is that the calculated cost of the new structure is significantly lower than the current one.

   In other cases, the course of action chosen is a schedule of regular meetings with company officers to assist them in their internal decision processes.

   Quite frequently, one of the problems detected is a shortage of talent; this is to say, of employees with the required current potential to fill required positions, quite often from the third organic layer from the base and upwards. Adequate responses to this problem are, on one hand, the proper evaluation and selection of internal candidates, and on the other the recruitment of persons of required capability in the marketplace employing the right selection criteria. See options in CONSULTING SERVICES page.

5. Ongoing process reports and final evaluation. Periodically and at the end of the process we effect an evaluation of progress achieved, pending action and remaining problems. These reports are used for analysis and discussion with the client.

Further information on organizational diagnosis.
How can an organizational consultancy process increase profitability in my business?
Go to CONSULTING SERVICES page.