Developing Leadership in a Performance Environment

Background:

A major outsourcing organisation had acquired a number of staff who had been TUPEd across from a client's establishment and were expected to now work for their erstwhile employer providing back office technical support for pensions and benefits services to clients.

Additionally, as part of the deal, these services were being moved to a location outside of London , so there was the issue of resettlement and staff, "churn," which meant that the composition of the teams was changing almost daily as people decided whether or not to make the move and new people were recruited when replacements were needed

Against this background the teams were expected to perform up to the exacting standards of the negotiated Service Level Agreement (SLA).

Issues:

As a result of these circumstances the following issues emerged:

• There was insufficient detailed knowledge of the terms of the SLA therefore it was not being used to inform day to day working activities
• People were working in "silos" which meant that work was being repeated in various areas, or, things were being done in some teams which hampered the performance of others
• Work was being done which was outside the requirements of the SLA and so was not chargeable
• There was a failure on the part of the outsourcing to manage the relationship with their erstwhile colleagues in the client organisation which resulted in unrealistic expectations on the part of both parties
• The fact was that people could not go on working the way they had done in the past. This was shown when performance against the standards of the SLA was measured at a 68% effectiveness.

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