Self-managing teams and Talent Management at Full Management Support

2013 – Full Management Support ( FMS ) is a young, fast growing accounting firm located in Breda, the Netherlands. Companies  may go to FMS for accountancy, financial, legal, tax advice and HRM issues. FMS has an authorization to perform some statutory audits. In the establishment in Breda 28 employees are employed (21.5 fte).

Workplace innovation
In the profession of auditor major changes are to be expected. Through extensive automation a large part of the current work carried out by auditors, will be taken over by computers. A few years ago, Full Management Support acknowledged this development. The auditor of the future will play a different role than is currently the case. Providing added value as a consultant to an entrepreneur requires skills other than good compilation of financial statements. It was necessary to start a change process. Encouraging innovation, results-oriented and self- controlling entrepreneurship among employees is not only necessary for Full Management Support to continue to grow, but also for the employees themselves to perform well as auditor 2.0. To start this organizational change the Total Development Program was executed, led by an external party. This program aimed at self-managing, self- entrepreneurial capacity and talent development.

Approach
In the Total Development Program a new job-structure was set up in which both the competencies of the employees and also the result areas of the organization were identified. Firstly the goals, talents and limitations of the employees were described and their ambitions in the longer term identified. Roles and responsibilities were redefined with the ultimate goal of working together in self-managing teams that are responsible for results. Employees were trained to translate individual goals into team goals that strengthen the whole company. Management were provided with tools to support employees in the development of internal and external entrepreneurship, customer orientation, customer communication, responding to market opportunities, etc. Middle management facilitates the teams to take responsibility by sharing information and providing staff a platform. Middle management is involved in the leadership of the company, think about the policy of the organization and may represent employees in doing this. In the whole process, the auditor of the future – as enterprise adviser who really adds value to the customer – was the starting point.

Result
Employees see better what each value is and what responsibilities each worker has. Because there is more collaboration of people with different disciplines they can offer more value to customers. The control has become more bottom-up rather than top -down. More responsibility, more freedom in completing their tasks and mutual cooperation make work more interesting for many employees. A few employees experience more pressure because they got more responsibilities. Employees are not only concerned with their own work now but also feel involved in the strategy and vision of the organization. In the area of self-managing  and self- entrepreneurial ability, the organization has made great strides, although this point is on the agenda still and the management still need to ask for opinions and has to encourage employees to take more initiatives.

Preconditions
Information of the why of the project at the start and regular feedback proved of great importance to keep employees motivated for the project. HRM procedures are needed to ensure that employees can continue to develop. In addition, a structure is needed to facilitate and encourage the input of employees in formulating vision and strategy.

Reference

See the website: www.socialeinnovatiebrabant.nl