Services

• Client: Romanian company; tradition and high engineering abilities as key chararcteristics; low efficiency
• Field: Automotive

 

Situation

The company had recently undergone a takeover, and the new main shareholder wanted to assess the current Human Resources processes and policies within the organization, as well as the professional abilities of the employees of the Human Resources department.

 

AIMS approach

AIMS consultants conducted the human resources audit with the aim of making a qualitative and quantitative assessment of the major factors of the human resources function. The existence and quality of the processes and procedures, as well as the impact on employees, were also examined. The perception of the role of the human resources department within the organization was assessed.

 

Among the instruments used by AIMS consultants: structured interviews with the members of the human resources department and with department managers, document analysis and assessment and development centres – for assessing the professional knowledge and some other specific abilities of the persons working in the human resources department. At the same time, 1,000 employees answered a quantitative survey for assessing the impact of human resources policies.

 

Result

The audit revealed that the recruitment and selection, document administration, remuneration and internal communication processes were well-established. At the same time, there was no correlation between rewards and performances, training or succession plans or a strategic planning and budgetary function. The Human Resource Department was perceived as a personnel service, with tasks such as document management, salary payment and receipt of CVs from people who wanted to be employed by the company.

 

Based on the audit, actual projects were designed for each human resources functions that required improvement. The action plan included the consolidation of the human resources department with persons that were able to bring change and the introduction of a performance evaluation system based on objectives and correlated with the reward and benefits system.

• Client: International Company
• Field: Productia ambalajelor de hartie si carton

 

Situation

After a few years of growth, the company experiences a stable period and takes the strategic decision to invest in the development of its management team. In order to begin this process, the company needs an assessment of the strengths and the areas for improvement of the 10 top and middle managers. Moreover, a radiography of the leadership abilities of individuals occupying management positions is required for the implementation of a lean manufacturing system in the organization. 

 

AIMS approach

The customer decided to use a 360 Degrees Feedback instrument, based on  the intention to promote an open-minded culture in its organization, with constructive feedback and responsibility implementing some of its core values.

 

In this process, AIMS consultants used an instrument called “The Management Effectiveness Profile System”, a tool developed by the American company Human Synergistics. The system examines 14 established management abilities, and the results are benchmarked to the results of other 4,000 managers worldwide.

 

Each manager, together with the Human Resource Manager, selected a number of respondents to offer feedback by filling in a questionnaire containing 240 behavioural items that define the 14 management abilities assessed. The number of respondents ranged from 9 to 16 for a manager, and they were chosen among subordinates, peers, managers or colleagues with which they collaborated in certain inter-departmental projects. All respondents knew the person under evaluation for at least six months and had daily contact with him and with his work.

 

The Respondents met in a common session with the AIMS consultant, who handed over the questionnaires, explained the filling methodology and made assurances with respect to the full confidentiality of the answers. All filled in questionnaires were sent to Human Synergistics Romania, who processed the answers and sent 10 individual reports to AIMS.

 

Subsequently, each of the 10 managers met with the AIMS consultant for an accurate interpretation of the results and to receive guidance towards the first improvement steps recommended in the report.

 

Result

The assessed managers reasoned to a large extent to the reports received. They noticed differences between their own perception regarding certain management behaviours they displayed and their colleagues’ perception.

 

Each manager chose two or three abilities to improve, insisting on behaviours that totalled lowest scores. Subsequently, managers chose to share the results. A meeting of the management team was held in which, after publicly sharing the reports, a verbal feedback session was organized that completed the feedback received in writing.

 

The final decision consisted of creating strategic directions. The management team identified three areas of development that had received low scores at the level of the organization.

 

• Client: B. Braun Medical Timisoara
• Field: Medical products and devices

 

Situation

The management of B. Braun Medical wanted to identify the development needs of its employees (department managers and specialists), aiming to subsequently implement customized training and development programs.

 

Another objective was that of assessing the leadership potential of employees from non-managerial functions, so as to create and implement department succession plans.

 

The AIMS Approach

Together with the company management, AIMS consultants decided on the competencies to be assessed. These competencies represented not only critical success factors for each job or function, but also leadership competencies (to assess the current level of the managers and to assess leadership potential for non-managers). The activities from the Assessment and Development Centre were then defined – individual exercises (case studies, presentations), role plays and group activities.

 

As B. Braun was implementing such a project for the first time, AIMS also provided assistance in terms of internal communication of the project, in order to support transparency in communicating project objectives, minimize employees’ anxiety related to the assessment situation, as well as increase commitment and involvement.

 

The Assessment and Development Centres are standardized processes and, consequently, all participants had the opportunity to demonstrate their abilities against the same benchmark; the benchmark is based on the results obtained by participants in AIMS Assessment Centres over the last 8 years, on various competencies and management levels.

 

Results

The output of the Assessment and Development Centres consisted in assessment reports (underlining the strengths, but also the development needs of the participants), a set of recommendations made by AIMS consultants and extensive discussions with company management representatives. An organizational training plan resulted, as well as individual development plans for high potentials and some tips&tricks related to employee management and motivation.

 

Following the individual feedback offered by AIMS consultants, the participants managed to clarify their development needs, received encouragement and thus increased their motivation towards taking the first steps in their development.

 

In the end, the company management received a “competency map” in the organization, a series of confirmations, but also new and surprising conclusions related to the identification of new high potentials.

 

• Testimonial:

"By means of a highly professional Assessment & Development Centre, AIMS supported us in identifying hidden potentials and possible successors in our organization. The holistic de-briefing and consultations after the Assessment & Development Centre provided very useful advice to our team and department leaders in how to manage their employees. The dedicated proposals concerning the training and development needs enabled us to set-up a tailor-made training program for our organization. We are very happy concerning the cooperation and we are looking very positive for further mutual projects in the future."

- Martin Wenderoth, Managing Director B. Braun Medical

 

• Client: Multinational Company
• Field: Automotive

 

Situation

The appointment of new manager for the company’s strategic department. The new manager was very hesitant, anxious, and uncertain of the team’s acceptance.

 

AIMS approach

Seven coaching sessions held in the first four months of installation. During these sessions, the AIMS consultant approached topics such as the causes of anxiety, self-confidence, leadership, emotional intelligence, assertiveness, team formation or individual action plans.

 

Results

Visible favourable results at the level of self-confidence, more courage, self-determination, independence of action, the ability to handle feelings of anxiety and uncertainty resulting from the new position. At the end of the four months of collaboration, excellent feedback from the direct manager in terms of progress and excellent results based on the 360 Degrees Feedback issued at team-level.

• Client: Faist Mekatronic, Oradea; Part of the Faist Global Group
• Field: aluminium die casting parts for the Telecommunication and Automotive industries

 

Situation

At the beginning of 2010, the company had 130 employees and was starting a period of intensive development on several levels. The management of the group and the new executive management of the company realized that they needed an effective and integrated Human Resources System to contribute to a stable and healthy organizational growth.

 

At that time, the apparent problems at the level of human resources were the high rates of absenteeism and the high turnover of direct productive employees, as well as the need to improve the degree of satisfaction among key employees.

 

AIMS approach

AIMS’s intervention began with a Human Resources Audit, which determined the development and operating level of HR processes, as well as their impact in the organization, enabled the assessment of the specific competences level within the department, and the vision, strategy and values that the new Human Resources System was due to sustain.

 

After the audit, AIMS consultants assisted the customer in specific actions focussed on a few directions:  

• Assessment of the leadership level of managers in the organization and identification of development directions
• Development of the general manager’s leadership abilities through coaching
• Communication of the company’s vision and strategy at the level of the organization and defining the values of the organization
• Revising / drawing up the job description  for all the jobs within the organization (61 jobs)
• Establishing the specific objectives and performance indicators for each job
• Job evaluation within the organization
• Setting up a salary grid
• Establishing the performance management system based on performance objectives and value driven behaviours
• Setting up a performance-related bonus scheme, fair at internal level and competitive at external level
• Improvement of the training and development process
• Development of Human Resources procedures
• Enhancement of abilities in the Human Resource department

 

Result

• Development of the leadership skills, first of all, for the general manager, and of the management team
• Enhancement of the performance rate within the organization and of employees, starting from the premise that “The company’s success is also the employees’ success”
• Development of the organizational culture that values both performance and people
• Enhancement of the motivation, commitment and of the sense of belonging among the members of the organization
• Reduction of employee turnover (from an average of 4.34 for January-June 2010 to 2.17 on average in January-June 2011) ; retention of 95% of key employees)
• Reduction of absenteeism (5.5 on average in January-June 2010 to 1.65 on average in January-June 2011)
• Increasing the number of training hours/employee

• Client: Multinational Company
• Field: Automotive

 

Situation

An employee satisfaction survey was carried out at the level of the company and the results of this study revealed that the intra-department communication level should be improved. The manager of the manufacturing department contracted AIMS to organize a moderation and results analysis session with its entire team in order to establish a collaboration improvement plan within the department.

 

AIMS approach

During the dicussions with the customer, AIMS consultants underlined that it is essential that team members are committed to the implementation of the action plan. Consequently, they agreed with the customer, instead of a moderate 2-3 hour talk, to organize a one-day workshop, with the aim of defining the real profile and behaviour patterns of the team.

 

Having defined the team’s real profile, this was compared with the ideal profile and with the real profile of the management team (defined in a previous program). Connections were made and examples from the daily reality of the team were debated, which confirmed the profile created. Aside from the team profile, each participant received his/her own profile based on self-assessment and defined on the basis of the same theoretical model, so that each of them could assess the impact on the team’s dynamics.

 

Based on this workshop and on the Human Synergistics model, AIMS reviewed the team profile and individual profiles. AIMS set up an action plan which started from the styles with the highest differences between the real profile and the ideal profile.

 

Results

Participants began to speak the language of the model within the company, by referring to various behavioural patterns, which facilitated communication and internal feedback.

As a result of the internal feedback, after this event, a second department will undergo a similar process. 

• Client: ACI Worldwide Timisoara, part of the ACI Worldwide Group
• Field: Industria Software

 

Situation

ACI Worldwide EED is part of the ACI Worldwide Group, a company which in 2010 decided to become, in a few years, a “1 Billion Dollar Company”. In order to sustain its global vision, the Romanian company set out to become Employer of Choice and to have a talented labour force with a high level of commitment.

 

AIMS approach

The AIMS consultant worked with the customer for the assessment and development of the organizational culture. Human Synergistics instruments were applied during the process, such as the Organizational Culture Inventory and the Organizational Effectiveness Inventory.

 

The collaboration began by drawing up a communication and preparation plan within the organization for the Culture Assessment Study, together with the Human Resources manager. The initial stage included the communication at the All Employee Meeting (AEM) of the intention to make changes in the subsequent period and the organization of focus groups with the members of the company, focused on the employees’ satisfaction and the existing culture.

 

During the stage of questionnaire application, the AIMS consultant, together with the Human Resources Manager, conveyed the reasons behind this study to each team.

 

The results of the Organizational Culture and Effectiveness Report were presented initially to a group of 20 employees within the organization, consisting of the management team and key employees, in a two-day workshop. Presentations of the report followed at AEM, afterwards the information was presented again to each team.

 

Result

After the intervention of AIMS improvement projects in the Human Resource field were initiated.

 

Globally:

• „Thank you notes” – Stimulating “on the spot” positive feedback; understanding the meaning of the actions taken by employees and stimulating cooperation.
• „Internship” – The aim of the project is to stimulate the help and support offered to new colleagues. The project provides that senior employees mentor new employees. 
   

Locally:

• „Clear goals” – Clarification of objectives and of performance standards.
• “One-on-one meetings” –Meetings between managers and employees to clarify the purposes of actions and to improve communication.
• „Technical staff meetings” - Team members meet for technical presentations related to the work of each team. The process stimulates cohesion and employee integration.
• “Training road map” – calendar of open courses, with voluntary attendance, aimed at ACI employees for colleagues.

• Client: Yazaki Component Technology, one of the largest international companies in the field of automotive components
• Field: Automotive

 

Situation

Yazaki invested significantly in Romania, in two factories (one in Arad and one in Ploiesti) and in a software development centre (in Timisoara). The software development centre in Timisoara aims to strengthen the research and development activities of Yazaki in Europe and to transfer product development projects from Asia and North America closer to major customers from Western Europe.

 

On a labour force market with a fierce competition (such as this market from the Western part of the country), where human resources are disputed by large companies already present in the area, every company with ambitious plans must invest in strategies for attracting and retaining valuable specialists.

 

The customer management team resorted to the services of AIMS in order to find answers to the main questions behind a successful recruitment strategy: Where to look for the best candidates on the market? How can we attract them to our company? How can we make use of the available resources in the most effective way in order to make ourselves known to candidates?

 

AIMS approach

The first step consisted of understanding the initial situation, the way in which the Japanese company is perceived on the market. The AIMS consultant came to a mutual agreement with the customer that the best approach is to carry out a market survey in order to collect feedback from potential candidates.

 

The survey carried out by AIMS had two components: quantitative (the distribution of a questionnaire to potential candidates, selected on the basis of a series of relevant criteria) and qualitative (making a series of “focus interviews” with a series of candidates that had been selected within recruitment and selection processes organized by Yazaki Component Technology for the centre in Timisoara).

 

The way the survey was conceived aimed at bringing a better understanding of the customer in two main directions:

1. The candidates’ behaviour: how willing they are to make changes, what are the reasons behind changing their job, what would be the source of relevant information about the offer on the labour market, what would attract them towards the new employer.

 

1. Assessment of the Yazaki employer brand: how well-known is the identity of the Japanese company on the market, what are the main attributes with which the employer’s brand is associated, how willing are the candidates to find out more information about the centre in Timisoara, what are the main impressions gathered by candidates that were subject to a recruitment and selection process organized by Yazaki, what are their suggestions for improving the recruitment and selection process.

 

After processing these answers, an “Employer Brand Assessment” report was prepared, which identified the main existing opportunities at that time on the labour force market, the market’s perception with respect to the company –beneficiary of this survey, the most efficient areas in which Yazaki can direct its resources, in order to achieve a higher impact on the recruitment and selection process in the future.

 

Result

The information that emerged from the employer brand assessment (some of it already known, some verified, others completely new and unexpected) represents the base upon which Yazaki specialists can improve their recruitment and selection strategy, in order to maximize its impact on a highly competitive market.

• Client: Company headquartered in Germany, with two factories in Romania
• Field: Wiring harnesses production for the Automotive Industry

 

Situation

Upon completion of the stage of development of the factory, the management team’s attention shifted from recruitment to personnel retention. In this context, employee development projects were considered not only useful, but also necessary.

 

AIMS approach

The project started with conducting Assessment and Development Centres for all management levels, from the management team to production line managers. The purpose of the Assessment Centres was to start the development process for each participant. The competences assessed were centred on the ability to provide direction, the ability to motivate employees, analysis, decision-making and flexibility. Participants received a customized descriptive report regarding their own performance and benefited from one-to-one feedback with one of the assessors. More than 70 persons were assessed and received support in finding the steps for future development.

 

Upon completion of the stage of assessment, the company selected for a further project three persons who occupied positions with major impact in the company and who proved both potential and motivation for development. Based on the good results of the assessment, one of the three participants was promoted to quality manager and included in this development project. The other two participants were production project managers.

 

The subsequent stage consisted of a 360 Degrees Assessment, which completed the results of Assessment Centres with internal feedback from subordinates, superiors and peers. The internal feedback facilitated the process of setting up specific targets for each participant. The project continued for six months with individual coaching and group workshops. The subjects of group meetings were Feedback, Emotional Intelligence, Communication, Organizational culture, Leadership strategies etc.

 

The project ended with a new 360 Degrees Assessment for monitoring the results, with the help of the same instrument used initially, a tool developed by Human Synergistics - Management Effectiveness Profile System.

 

Results

A better collaboration between the manufacturing department and the quality assurance department. The two project managers identified in the stage of assessment were appointed production managers and received more responsibilities.

 

After the coaching program, each participant succeeded in improving at least two abilities.