"Rupert &
Company helped us with exceptional
Flexible Work Arrangements all over the world.
Their expertise can be applied anywhere."
-- Biotech Client
The Global Leader in
Building Flexible Work Arrangements
Researching and diagnosing a problem is always the first – and often the vital – step in solving a complex problem. The client’s sense of the problem and our own experience in identifying issues in similar companies and situations helps us shape the diagnostic approach.
We have spent our professional lives honing the skills of conducting survey research, productive interviews and focus groups – and teasing out the actionable findings from this data. And we have applied these tools to managerial, flexibility and other workforce problems across a broad range of organizations. This enables our clients to ground their initiatives in a clear vision and set them on a path to achieve measurable outcomes.
A strong diagnosis is a powerful ally in the change process. Trying to roll out a flexibility initiative without knowing how it will add operational value to the business makes the process much more difficult. Encouraging a transition toward flexible leadership without being able to show the measurable value of doing so can only strengthen resistance.
The diagnostic approach varies with the nature of the problem and the goal of a project:
A flexible schedule project benefits enormously from thoroughly Interviewing company and divisional leaders to identify the business potential of using one or more flexible options to solve business problems
A broad retention effort gains a great deal from a sophisticated employee survey and targeted focus groups to identify a strategy that will deliver measurable impact
Improving flexible leadership is far more successful with a focus group and interview process that can drill down to problems and viable solutions
A diagnostic process with a leadership client required these elements:
Immersion through numerous interviews and groups in the client’s unique culture
Group and individual interviews with managers and employees to Identify the key contributors to retention/turnover
Assessment of the key leadership behavior changes needed for a more positive environment
Test a set of “Mutual Respect” values as the organizing principle for the approach
Validate resulting “Leading Through Mutual Respect” approach with a Steering Committee
Develop a baseline and post-project instruments that helps set instructional approach and enable a project evaluation
