•   Zeno

 

14 West Organizational Development: A Case Study

Recently a company came to us with a major issue. They were losing 1.2 million dollars a year   … in large part due to high employee turnover. But they couldn’t figure out why. Together, we pinpointed problems, crafted effective solutions, and now just a year later they’ve become a profitable business. Their employee retention has improved because of cultural improvements, and their customers are happier because of an improved level of service.

How did we accomplish this?

We started where every OD initiative should start: by developing and conducting surveys, focus groups, and interviews. Once we gathered some reliable data, we spent hours digesting this new insight and discovered multiple problems. There were issues with job redundancy, poor communication, a lack of training for new employees, and unsatisfied middle and upper management. Overall, a scary picture.

But it actually got even more complex. The data revealed that many of the issues were directly related to leadership. Big decisions were being mistaken for small, and were being made too hastily, without understanding the impact that they’d have throughout the company.  There was a notable lack of cohesion and alignment among leadership, departments were isolated, and the company seemed to lack a clear direction.

We sat down with those leaders for more than a year of hard conversations, and worked on team building, re-structuring the company, leadership exercises, and implementing new strategies and goals for the coming years. We also worked to build new and improved training resources for employees, and in turn reduced employee turnover and improved the quality of the work they were producing. This led to more career opportunities for lower level employees – which is absolutely crucial when trying to improve employee retention and engagement.

Of course all of those improvements were internal “wins.” But these changes also improved the quality of the services that they were providing. The restructuring that we implemented, along with development initiatives, encouraged a higher level of focus and more direct conversations both internally and with clients. They now had the freedom to become true experts in one area, which improved the quality of their work. Meaning loads of “wins” for their customers.

And we believe this is just the beginning. The company projects that profits will only continue to improve, along with their employee and customer satisfaction.

About Author

Zeno Pizzighella

Organizational Development Manager at 14 West

“Es posible fuego”

Time flies. It’s hard to believe I’ve been the Organizational Development Manager at 14 West for almost two years already. I like to think we work hard, think hard, and play hard. And I truly enjoy what I do. My passion for making measurable improvements in the workplace makes my career exciting to me – and a lot of fun. I love people, and what I do starts from great, genuine relationships. I think this has been the best part about working at 14 West. We have an amazing thing going with our team. We genuinely enjoy our work, have fun, laugh, and challenge one another. It’s more like an absurdly large family rather than an office at times, and the sibling rivalry can get fierce which I thrive on. But the love is definitely there. It’s a beautiful thing.

What is your favorite company event of the year? I really enjoy the Global HR summit. I love being in a room with that many smart and interesting people and getting the scoop on all of their ideas, projects, goals and progress. It’s fascinating.

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