Making Multi-rater Feedback Work in Professional Services Firms

For many firms, continually moving people to new projects under different leaders is the only possible way to operate. The formal boss on the org chart may only rarely get a chance to observe employees in work situations. This isn’t normally a problem; direction is provided by whoever is leading the project. Where it is a problem is when it comes to performance appraisal—there is no one person who can do that appraisal.
  • Written By:
  • Published On:
  • (Originally Published On:) )
 
comments powered by Disqus


Featured publications:

Reimagine Work

Whether you’re ready for it or not, the future of work is now. The new way of work is multi-generational, multi-geographical, multi-cultural, location-agnostic, and device-independent. Work-team structures have morphed into more matrixed (vs. hierarchical) arrangements. And people have different expectations of how, where, and what they use to get their jobs done. With this new way of work, organizations need to understand that attracting and retaining the best talent at all levels requires being more in tune with employees’ wants and needs.
  • Written By:
  • Published On:

Four Reasons Why QuickBooks Is Failing Your Services Business

This white paper draws on real-world stories of small and medium-sized professional services organizations (PSOs) that have upgraded from QuickBooks at critical junctures in their development. It also outlines four common business process inefficiencies that you might see reflected in your own business—the reasons why QuickBooks may be failing your services organization.
  • Written By:
  • Published On:

The How-to Guide to Optimizing Your Professional Services Organization

Consultants spend considerable time thinking about their clients’ businesses, discussing key elements of their strategy and business model. But the professional services (PS) executive team also needs to manage the tactical and operational activities of the PS organization. This document represents key aspects of a PS management routine that will help streamline your focus and heighten your ability to execute.
  • Written By:
  • Published On:

You may also be interested in these related documents:

Automating Your Call Center Feedback

Almost everyone has had a bad call center experience—due to long queues, ineffective interactive voice response (IVR) systems, or an agent who doesn’t communicate well. After, the story is told over and over to friends, warning them about doing business with "that company." Are your customers saying this about your local contact center? If so, do you know why? Learn why you should update your customer feedback systems.
  • Written By:
  • Published On:

Taking Control of Your Business: Growing Profitably in the Professional Services Market

How can a professional services firm grow profitably while providing clients with the services and project pricing they demand? The firm must rely on best-practice solutions to gain control over every aspect of business—from business development to resource planning to billing. Firms that plan and staff projects by relying on combinations of spreadsheets and management instinct will fall behind.
  • Written By:
  • Published On:

Service Productization

Productization of services is accomplished by associating tangible features with intangible service offerings. Tangible features may take the form of personnel, collateral, methodologies, pricing, facilities, or other attributes. Automation tools like enterprise service automation, database, and project management tools serve as enablers to service productization. By associating tangible features with intangible services, the professional services firm can build client confidence.
  • Written By:
  • Published On: