WORKFORCE & WORKSPACE
MANAGEMENT
MANAGEMENT
WORKFORCE & WORKSPACE
MANAGEMENT
We provide solutions to transform WORK MODES AND WORK SPACES in an agile way to adapt to the “NEW NORMAL”
- SMARTWORKING
- DIGITAL IMMERSION
- WORK PROTOCOLS
- SAFE TRANSPORTATION
- COMMUNICATION, CONTAINMENT & ENGAGEMENT
- REMOTE MANAGEMENT
WHAT ISSUES DO WE NEED TO ADDRESS?
What plans, protocols and tools do I need to ensure my employees’ health and effectiveness in the new work scenario?
How do I guarantee employees (and other stakeholders) “safe access“ to my physical offices to ensure everyone’s good health?
What are the best guidelines to adopt to ensure safe transport of my employees to and from our physical offices?
How should I manage the different “Employee Populations“ to contain them, mobilize them and engage them in the new work environment?
How do I detect/evaluate the adaptability of my personnel to the “new normal” in the workplace?
How do I develop and generate skills, commitment and culture among my employees so that they “embrace” new work modes(“smart working,” “digital process,” “virtual workforce”, etc.?
How do I adapt evaluation and incentive frameworks to align the organization with the new reality?
How do we integrate and balance people’s physical and digital worlds to achieve short-term progress that provides opportunities in the medium and long term?
- RIGHTSIZING CORP. OFFICES & NET
- HEALTHY OFFICES
- OFFICE LAYOUT ADAPTATION
- INTEGRATING HOME
- FACILITY MANAGEMENT RELOADED
- REDEFINING SOURCING & CONTRACT SERVICES
- OPTIMIZING COSTS
WHAT ISSUES DO WE NEED TO ADDRESS?
What aspects of HSE (Health, Safety & Environment) need to be adapted/strengthened in the company?
How should we redesign our corporate offices, sales networks/Customer Care and the production facilities and warehouses? How can we adapt our floor plans and use of space to the new ways of working?
What is the new rightzising of the “main organization” and the “nodes” of the “customer service” network? What physical sites should we keep and which ones should we reconvert?
What is our “back-to-office” strategy and plan?
How do we ensure an effective integration“ of Work-from-Office and Work-from-Home”? How will our employees work in third-party offices?
How can we create a positive balance of the impact of the lower influx in physical office locations and the required social distancing norms?
How can contracts and services linked to each physical worksite be redefined and renegotiated?
How can the role of the Facility Manager be strengthened and diversified?
How can we mitigate losses/generate cost benefits related to Sites & Services due to the changes to be made?
- DIGITAL TRANSFORMATION
- WORKFORCE PLANNING & SCHEDULLING
- ROBOTICS SOLUTIONS
- CONTINGENCY STRATEGY
- PROCESS IMPROVEMENT
- ORGANIZATION ALIGNEMENT
WHAT ISSUES DO WE NEED TO ADDRESS?
How does the new normal impact our company’s “Business” and “Support” processes (e.g., clients, channels, products and services, suppliers, competition, employees, regulators).
How do we infuse our processes with greater flexibility, simplicity and automaticity to respond to the new scenario, considering the impact on costs?
What digital productivity tools and adapted processes should we develop to create, select, share and discover information more effectively?
How can we enhance the Digital Transformation of our business and its key processes to generate greater differentiation in the new scenario?
How can we accelerate the automation of processes/critical activities that may enter into contingency due to health aspects? How can robotics help solve this issue?
How can we enhance the application of aspects of “Agility” in the reconversion of our processes?
What does the new organization of my workforce entail in terms of balancing variants of full and part time employees, flexible work, integration with third parties?
What is the rightsizing of our organization in this new business scenario?
KEY EXPERIENCES DURING COVID-19
CALIDRA CEFAS
WORKING MODEL FOR THE NEW NORMAL
Assistance in the adaptation of the organization and employees optimizing critical processes applying new forms and collaborative work tools and designing and disseminating health and safety protocols (HSE).
RETURN-TO-OFFICE PLAN
Development and implementation of security protocols according to best practices, local regulations (Chile and Argentina) and corporate guidelines (Mexico).
GRUPO TECHINT
OPTIMIZATION OF CORPORATE SERVICE AREAS FOR THE TECHINT GROUP
The scope included the management of approx. 540,000 sq. ft. (50,000 m2) achieving optimization starting with a review of the processes and new work modes.
PREVENCIÓN SALUD
TRANSFORMATION OF WORK MODES AND DYNAMICS
Adoption of a methodology based on the “employee” experience to move towards an agile, simple and collaborative organization within the integral transformation of the business.
+ 200 people working in a coordinated and collaborative manner.
+ 100 opportunities for process improvement.
+ 40 opportunities for the application of technologies in the business, including robotization.
ASSIST CARD
MANAGING A NEW WORK MODE
We helped configure the Opportunities Committee and create the Digital Ring Structures, in addition to the implementation of new roles adapted to the Work-from-Home scenario.
KEY EXPERIENCES PRIOR TO COVID-19
BIOTRONIK
DEFINITION AND COORDINATION OF THE RELOCATION OF THE ADMINISTRATIVE BUSINESS OFFICE
Planning, coordination, support and management in execution ensuring operational continuity, mitigating risks and optimizing execution deadlines and costs.
IRSA
MODEL OF OPERATION, MAINTENANCE AND FACILITY MANAGEMENT OF SITES
Design and implementation of the model to define the framework to offer services under an independent Service Unit.
CALIDRA CEFAS
CHANGE MANAGEMENT FOR CORPORATE MOVE
Design and Implementation of a new distribution plan/layout?? to foster the necessary cultural change for the adoption of the new ways of working (open space, paperless and collaborative).
ANDREANI
CHANGE MANAGEMENT FOR THE CROSS DOCK MOVE
Automation and updating of the operating model, implementation of new tools and work modalities.
The scope covered:
- Approx. 200 Employees
- 200 Drivers
- 100 people in key areas
- 830,000 sq. ft. (77,000 m2) of new warehouse.
SANTANDER
DISTRIBUTION OF PROCESSES AND SERVICES FOR THE NEW CORPORATE BUILDING
Design and implementation of “simplified, automatic and paperless” processes that enable the optimization of spaces. Definition, planning and coordination of the personnel transfer process (Change Management & Stacking Plan). The scope included more than 2,500 employees in a space of approx. 540,000 sq. ft. (50,000 m2).
PROCESS OPTIMIZATION AND ORGANIZATION OF THE FACILITY MANAGEMENT FUNCTION