Areas of excellence

Organizational Improvement and HR Systems

Improving the organization means intervening at different levels:

  • Understand the alignment between strategic priorities and structures, processes, people and management tools;
  • Define the organizational structure by clarifying articulation, objectives, responsibilities, reference processes for each function and defining the coordination mechanisms between the different units;
  • Map the operational or support processes (As-Is) and reconfigure them (To-Be) to ensure efficiency, that is, ability to maximize output while minimizing committed resources and adapting their effectiveness, that is, adequacy of results to the needs of the external (or internal customer);
  • Size structures correctly both quantitatively and qualitatively;
  • Provide the organization of personnel management systems to guarantee that the new structure produces results over time (job description, performance assessment systems, skills assessment systems, position weighing, remuneration systems,  employee  satisfaction surveys).

What we offer

NoE offer an integrated approach that blends general management skills, specific methodologies such as “lean office” and “organizational network analysis” that are proprietary software for organizational analysis and performance management.

How do we work: The project phases

  • Step 4. Design the macro structure and coordination systems

    Objective: Redefine the organizational structure to align it with the strategy. In the design phase of the organizational units, we follow some key principles such as the allocation of responsibilities on consistent and coherent working areas, the adequate span of control, the description of the interrelations and coordination mechanisms with other units.

  • Step 5. Lean Process Reconfiguration
    Objective: Redesign processes to improve performance. This phase, consistent with the Lean approach, typically results in a series of actions aimed at eliminating waste and focusing the organization on value-added activities. Examples of actions to be implemented are:

    • Eliminate permissions and/or redundant controls;
    • activity automation;
    • centralisation of responsibilities on specific operational areas;
    • outsourcing of tasks;
    • rationalization of reporting;
    • standardization of procedures;
    • definition of Service Level Agreement;

  • Step 6. Structure dimensioning
    Objective: to properly size the structures according to the real resource needs. Our approach to dimensioning is based on a model that integrates data on:

    • workloads on different processes;
    • historical productivity;
    • ongoing operational improvement programs (automation, outsourcing, etc.) and is supported by a proprietary tool.

  • Step 7. Implementation of personnel management system
    Objective: Equip the organization with tools to ensure that the alignment between strategy, organization, and people is maintained over time. The effectiveness of personnel management systems is measured by the ability to reward results, skills and behaviors in line with business expectations.

  • Step 8. Accompanying the implementation of change plans
    Objective: support companies in the implementation of the improvement proposals developed in the previous phases, through our technical assistance structure for both the management part of the change plan (PMO), and for the part directly related to the technical aspects of the improvement plan (streamline).

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