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.

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2014 Professional Services Maturity Benchmark Best of the Best

According to “The 2014 Professional Services Maturity Benchmark,” out of 238 participating organizations, 13 firms significantly outperformed the average, excelling in five service performance dimensions: leadership, client relationships, human capital alignment, service execution, and finance and operations. This white paper focuses on one of this year’s best service organizations and the best practices that differentiate the best of the best from average firms. Read More

The Top 5 Mistakes Professional Services Firms Make and How to Avoid Them

Over the past decade, demand has shifted from “hard” services, such as manufacturing and production, to technology- and knowledge-based services. While the growth trajectory for a strong professional services organization (PSO) is seemingly limitless, PSOs face a number of challenges, from increased competition to lack of available skilled resources. Read about five common mistakes seen within the professional service industry, as well as practical strategies for avoiding them. Read More

Services Resource Planning: How Integrated PSA, CRM, and Financials Can Transform Your Services Business

Enterprise resource planning (ERP), customer relationship management (CRM), and professional services automation (PSA) are all part of a standard software system for many companies today. But for project- and service-driven companies, an emerging type of software is making things easier to combine the most important elements of these solutions to support the whole bidding-to-billing lifecycle. Services resource planning (SRP) provides the basis of a system covering everything from initiation and planning to resource management, execution, and closing of projects and services.

Services- and project-based organizations make up a larger part of the business landscape today, as the economy has become more service- and project-driven in recent years. This project-driven service economy depends upon knowledge-worker productivity, and accurately predicting this productivity, including the time, skills, materials, and intellectual property that are required to produce favorable client outcomes, can help companies to succeed in a competitive landscape.

Whereas many companies still use standalone accounting, CRM, and PSA solutions that are not integrated, the new SRP applications in the cloud have emerged to remove those silos and manage the entire project lifecycle. Read this white paper to find out more about services resource planning and why professional services businesses need to consider this new type of software to help manage their project lifecycles. Read More

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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. Read More

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

  • Source: SAP
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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. Read More

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. Read More
 
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