Existing Business Restructure

The company has been in existence for over twenty years, with a recent change in management. There were some glitches happening with the flow of work and several long-term support staff were showing signs of being out of flow. The number of support staff no longer seemed to be the right fit for the size of the company and workplace relationships were becoming fragile.

We asked what their organisation chart looked like, about all employees and their job descriptions, and how long they had each been with the company. The first suggestion was that a work flow assessment be undertaken with the support staff. This recommendation came about due to significant changes in technology which had been implemented within the company in recent times. This involved The Woohoo Co. coming in and spending time with the support staff team. Time was spent exclusively with the accounting team, as well as with the general administrative team.

This enabled The Woohoo Co. to get a complete sense of workload, work flow and suitability of the team members for the roles. This resulted in a written report outlining assessments of what roles were needed, as well as what roles needed to be repurposed. Several roles were made redundant through this process. We came to realise we had been too buried in the day-to-day to be able to step back and take an objective view of our operations.

The team works much more effectively now, because we have the right people in the right job.

The problem the company originally thought it had was not in fact the problem that was uncovered. Before engaging The Woohoo Co., the client thought the problem was simply an issue with poor systems which had not evolved to integrate with newer technology.

The Woohoo Co. identified that in fact, workflow could be dealt with more effectively, and noted, they didn’t have the right people in the right roles. The Woohoo Co. also highlighted a significant lack of expertise in one area of the administrative team. The underlying problem was that, due to length of service, some staff had been promoted beyond their inherent capacity and skillset, and had never had their performance or role examined. This had led to a hierarchy that was not reflected in their performance or knowledge. This underlying problem had caused significant problems in clarifying workflow needs and had also resulted in significant defensive pushback against management decisions, to the detriment of the company.

Some staff were let go as a result of The Woohoo Co. findings. The team is now working together cohesively. The right people are in the right roles and the organisation is reaping the benefits of this new-found productivity.