Once the decision is taken to embark on a transformational programme such as Global Outsourcing, and everyone from C-level to team member has understood the importance and risk of the programme and their specific role in the project, we enter the phase of execution. At this juncture, the impact of the plans on the teams and the human challenges they present will become magnified and if not planned for and managed well can derail even the most carefully thought-out of projects. Getting these elements right is critical and, if not managed with focus and agility on a daily basis, will represent potentially the biggest headache for the project leadership
Key issues to consider at this stage are:
Central to the success of any good secondment plan is buy-in from senior leadership and team members who will need to offer up their best people to be 100 % committed to the programme – whilst at the same time maintaining the delivery or service levels of the current environment. It will require a great deal of “hands-on” flexibility and agility from the project team to adapt the secondment plan to the real-life requirements of the programme as it evolves.
It is also really important to choose secondment candidates carefully – not only do they need to be process experts but simultaneously have to be ambassadors for the company, the programme and in addition need to be culturally aware. This combination of skills is a rarity in most companies and finding this combination in an often “threatening” change environment can be difficult.
An area of specific focus should be potential attrition of key skillsets in the “home” environment (which long term may be a desired outcome) but attention to retaining these key skillsets in the transition phase is fundamental to the delivery of the programme due to the criticality of process knowledge as a success factor for the project. Keeping on top of this is hugely important and specific HR programmes to hold on to these key skillsets through reward schemes and the structured management of each individual involved will be necessary.
It is also extremely important to have retention plans for key leaders in the organisation, some of whom may feel disenchanted and at risk. – and even the project leadership which is 100% focussed on delivering a successful programme may well have some concerns for their ownfuture despite the fact they are leading a high impact programme such as this. Once again, specifically tailored career pathing and/or reward schemes are important here and special care will be needed if the individual leading the project has already been identified as a C level leader of the future or is critical to the client base.
We would love to talk to you further about the importance of human resource management programmes.