Involvement of employees means that they are doing more than just what results from their job descriptions or tasks assigned to them. Tela cannot make it. But what it can do is to effectively support building of an organisation which promotes such an attitude. Tela enables diagnosis of activities building involvement and identification of people who undertake these activities. An example is sharing knowledge. If an employee shares his or her knowledge with others and they confirm that they obtain valuable data, then we can talk about the activity proving involvement of this person. This tool will allow not only identifying persons who are the source of specific resources for others, but the SWOT analysis of the entire company will also take place thanks to the collective statistics. It turns out clearly which areas are the strengths of the company and which should be improved/developed.
People, their relations, competence, experience are all very valuable asset of many companies. In order to manage it properly you need the right tool. In addition to large ERP-class systems whose operation is arduous, not very intuitive and often missing the point of their implementation (cost reduction), there is a tool such as Tela. Who is the key employee? Within which process? In which location? Who is a potential talent facilitating work of others in the organisation? Which employee is the bottleneck in the process of transmission of information? If you are interested in answers to these questions, Tela is a system for you.
Virtually every organisation has a formal, in general hierarchical structure which puts the decision-making process in order. However, beside this formal structure equally important, if not more important role is played by the informal structure. The informal structure of the company is a network of connections existing between employees. Who expects decisions from whom? Which employees others would like to work with? Who is seen as the most effective? The answer to these questions creates a network of connections between the employees, which forms an informal organisational structure. Can knowledge of this structure come in useful for improving the operation of the company?
There are few factors as motivating as a positive feedback from co-workers. It is a determinant of acceptance and recognition from other people, often significant for a given employee. By asking, e.g., “Who would you like to work with more to be more effective” or “More frequent contact with which employees would make the quality of your customer service higher?,” Tela identifies the key persons, and the answers are already a positive reinforcement – non-financial motivation – for the most important employees.
Often the largest cost of carrying out a task is to find the person who will do it best. The organisation lacks places where employees could present their strongest points. There is no place where others could search out people with the relevant experience or competence, certificates, expertise. Tela fills in this gap. In one place, on a graph or with a search engine, you can search for people that you need at this moment. The search process takes minutes and compensates for hours devoted to searching for subcontractors on the outside or inside of the organisation.
The most important thing is to ask the right questions. What actions constitute the main value in a given organisation? Mapping of relations should focus on a few (3 to 6, maximum 9) dimensions which are involved in the implementation of the strategic objectives of the company to the greatest extent. These dimensions may be exchange of knowledge, information flow, cooperation, decision-making, but also more complex issues, such as improving the efficiency of work of others, willingness to cooperate in order to gain specific skills or supporting each other in the acquisition of new customers. In addition to identifying the key actions, the key structural variables, which enable explanation and more accurate analysis of the collected data, should be considered.
It is conducted electronically. It takes 15 minutes on average. It includes from 6 to 9 questions about relations and about 10 variables related to respondent's particulars. The campaign itself takes about 5 working days. The system allows managing the base of respondents. It is possible to constantly monitor the level of inflow of the questionnaires and send e-mails encouraging people delaying it to answer them. The key activity in this process is primarily to properly and fully inform the employees about the reasons, objectives, course and results of the project of mapping relations. It is worth focusing on the benefits which all employees will gain – an opportunity to present their strengths, obtain feedback, facilitate making contact.
The graph is created in real time during the questionnaire campaign. Each recorded response causes a change in the shape of the graph. The advantage is the fact that virtually at the same time as the questionnaires are being filled out the presentation of the first results already takes place. Practically, employees can use the information included in the questionnaires and variables in the profile of each employee right away. Beside the graph which can be interactively filtered through the browser, extended statistics which provide comprehensive knowledge about the entire organisation are also available.
It is an expert product of the mapping project. Experts in cooperation with the client carry out an analysis of the collected data. They verify the hypothesis put forward at the beginning of the mapping project. They make recommendations based on data from the study. The report is used by the Management Board, the Directors to plan the organisational change. The document itself has a few dozen pages, includes detailed analyses supported by the presentation of the corresponding graphs. The report also includes an executive summary – one-page information summarising the most important conclusions. In general, CEOs of companies are interested in this page.
That is what it is really about in the project of mapping relations between employees. Gaining knowledge of the current state, structure of relations, allows putting forward hypotheses, recommendations for changes in this regard. The graph clearly shows which people are overloaded, which play key roles, which activities are the most numerous in the organisation, and which are scarce. This knowledge allows making recommendations aimed at optimisation. It is understood here as a relatively even distribution of both work consumption and responsibility, or competence in various areas and on various levels of the organisation. This is conducive to healthy decentralisation, blocks bureaucratisation, allows involvement of people, increases the sense of real influence. Change is not of a one-off nature. Tela allows for the evaluation of an optimisation project. By asking the same questions again, we can verify whether there has been a change – preferably the planned one.