BIZDIAGNOSTICS / Diagnosis Results

Evaluating the efficiency of responsibility distribution

Areas outside of responsibility – 27 %

None of the managers has stated s/he is responsible for these types of activity. They may be crucial for your business but nobody is responsible for them or the managers do not know that these types of activity are within their responsibility.

Recommendations

This problem is solved by creating a model of business processes of your company and by distributing the responsibility for running the business processes.

Type of activity
Develop staff incentive schemes
Translate potential clients' needs and wants into requirements for a new service
Design a new service's life cycle
Develop pricing strategy for a new service
Develop sales forecast for a new service
Develop temporal and material standards for provision of a new service
Design monitoring and statistical analysis procedures for a new service
Monitor testing of a new service
Determine prices and payment methods for services provided to a client
Assess a client's credibility to identify possibilities for further cooperation
Draft a contract with a client
Carry out legal assessment of a contract with a client
Draft a contract with a material supplier
Carry out legal assessment of a contract with a material supplier
Schedule material deliveries for a period
Organize delivery of materials from suppliers
Place and store materials in the supply warehouse
Distribute materials from the supply warehouse to departments
Analyze material quality as part of a supplier's evaluation
Define material supplier selection criteria
Forecast material requirements for service provision
Manage and supervise service provision
Provide services to a client
Analyze process equipment failures
Analyze noncompliances of services to identify requirements for process equipment
Determine whether new process equipment needs to be purchased (produced) or existing equipment upgraded
Develop design documentation for process equipment and its components
Produce process equipment and its components
Schedule major repairs of process equipment
Plan scheduled and preventive repairs of process equipment
Schedule process equipment maintenance and routine servicing
Identify requirements for spare parts and materials needed to repair process equipment
Identify need for outside services to maintain process equipment
Schedule process equipment repairs for a period
Monitor and evaluate state of process equipment as part of its ongoing maintenance
Carry out routine maintenance of process equipment
Carry out ongoing maintenance of process equipment
Remove process equipment for repairs, restoration or upgrading
Remove units, components and parts from process equipment for repairs or upgrading
Inspect components, spare parts and materials removed from process equipment for repairs or upgrading
Store and issue components, spare parts and materials for repairs and upgrades of process equipment from warehouses of maintenance departments
Organize repairs and restoration of parts and assemblies of process equipment
Install operational units, components and parts as part of process equipment repairs or upgrade
Select suppliers of process equipment
Contract with a supplier of process equipment
Monitor and manage supplies of process equipment
Receive and store process equipment
Settle disputes with suppliers of process equipment
Evaluate suppliers of process equipment
Install process equipment
Set up process equipment
Determine operational availability of process equipment
Put process equipment into operation
Provide health and safety training
Implement programs for engaging a new employee into his/her job
Assess suitability of a new employee based on the results of his/her trial period
Provide periodic training for personnel

Areas of duplicated responsibility – 8 %

A number of managers believe they are responsible for these types of activity. This may mean that none of the managers is actually responsible for them. Responsibility overlaps are usually caused by:

the absence of expressly appointed individuals responsible for this type of activity resulting in everyone who had anything to do with this matter being forced to deal with it;
a manager’s attempts to do a job s/he is not used to in order to become more significant.

Recommendations

This problem is solved by documenting the company's activity and familiarizing your staff with the documentation.

Type of activity	Full name	Position
Analyze external political changes and the legal and regulatory environment	Anderson R.	Analytics Manager
	Moore A.	Investment Manager
	Smith B.	CEO
Analyze potential suppliers as part of shaping development strategy	Howard B.	Strategic Planning Manager
	Williams I.	Director of Organizational Development
Analyze potential contractors as part of shaping development strategy	Howard B.	Strategic Planning Manager
	Williams I.	Director of Organizational Development
Assess and analyze costs of service provision	Anderson R.	Analytics Manager
Assess and analyze costs of service provision	Clark S.	Quality Manager
Identify appropriate market outlets	Brown J.	Director of R & D
Identify appropriate market outlets	Smith B.	CEO
Set organizational goals and develop management policies	Green P.	Organizational Development Manager
Set organizational goals and develop management policies	Smith B.	CEO
Design business processes and management subsystems	Clark S.	Quality Manager
	Green P.	Organizational Development Manager
	Smith B.	CEO
Design organizational structure	Clark S.	Quality Manager
Design organizational structure	Smith B.	CEO
Design procedures for surveying and analyzing the external and internal business environment	Clark S.	Quality Manager
	Perry J.	Director of Sales and Marketing
Plan organizational changes	Green P.	Organizational Development Manager
Plan organizational changes	Smith B.	CEO
Forecast behavior of target market segments	Perry J.	Director of Sales and Marketing
Forecast behavior of target market segments	Smith B.	CEO
Select economically sound proposals for service improvement	Miller C.	CFO
Select economically sound proposals for service improvement	White M.	Budget Analyst
Schedule obligation payments to material suppliers for a period	Roberts J.	Debtors Manager
	Robinson N.	Procurement Manager
Settle disputes with material suppliers	Flores L.	Head of Procurement Department
Settle disputes with material suppliers	Robinson N.	Procurement Manager
Assess expenses for loan servicing and repayment	Cooper J.	Financial Planning Manager
Assess expenses for loan servicing and repayment	Moore A.	Investment Manager
Calculate payroll	Cooper J.	Financial Planning Manager
Calculate payroll	Watson G.	Chief Accountant

Areas of distributed responsibility – 65 %

The responsibility for these types of activity is correctly distributed between the managers!

Type of activity	Full name	Position
Evaluate technological innovations and scientific trends in the external environment	Anderson R.	Analytics Manager
Analyze demographic, social and cultural trends in the external environment	Anderson R.	Analytics Manager
Analyze economic changes and industry trends in the external environment	Moore A.	Investment Manager
Analyze competition as part of shaping development strategy	Brown J.	Director of R & D
Assess and analyze quality of services on offer	Clark S.	Quality Manager
Analyze service mix	Brown J.	Director of R & D
Assess and analyze efficiency of business processes	Clark S.	Quality Manager
Assess and analyze labor efficiency	Anderson R.	Analytics Manager
Develop and negotiate marketing strategy	Perry J.	Director of Sales and Marketing
Develop business plans for project/investment solutions	Perry J.	Director of Sales and Marketing
Develop strategic development plan	Perry J.	Director of Sales and Marketing
Prepare and adjust short-term development plans	Jackson D.	Customer Service Manager
Generate technical specifications for automating business processes	Green P.	Organizational Development Manager
Design workplace conditions	Green P.	Organizational Development Manager
Develop quality management system	Clark S.	Quality Manager
Take steps to implement organizational changes	Green P.	Organizational Development Manager
Monitor implementation of organizational changes	Green P.	Organizational Development Manager
Audit internal regulatory and administrative documentation	Clark S.	Quality Manager
Monitor compliance with regulatory and procedural requirements	Clark S.	Quality Manager
Monitor management performance and effectiveness	Clark S.	Quality Manager
Identify market segments for a new service	Brown J.	Director of R & D
Envisage and design features of a new service	Brown J.	Director of R & D
Design and introduce new technologies in a new service's concept	Williams I.	Director of Organizational Development
Determine price and cost of providing a new service as part of designing a new service's concept	Miller C.	CFO
Select distribution channels for a new service	Perry J.	Director of Sales and Marketing
Develop competitive marketing strategy for a new service	Perry J.	Director of Sales and Marketing
Develop advertising and promotion strategies for a new service	Murphy S.	Public Relations and Advertising Manager
Develop provision process for a new service	Brown J.	Director of R & D
Develop equipment and infrastructure requirements for provision of a new service	Brown J.	Director of R & D
Develop qualification requirements for personnel involved in providing a new service	Evans H.	HR Recruitment Manager
Patent, license or certify know-how of a new service	Clark S.	Quality Manager
Analyze client complaints and suggestions for service improvement	Clark S.	Quality Manager
Develop proposals for service improvement	Williams I.	Director of Organizational Development
Develop proposals for improving service provision process	Jackson D.	Customer Service Manager
Select economically sound proposals for improving service provision process	Miller C.	CFO
Analyze client database	Jackson D.	Customer Service Manager
Develop and implement client retention programs	Jackson D.	Customer Service Manager
Identify need for attracting new clients	Jackson D.	Customer Service Manager
Develop and implement programs to promote services to target markets	Howard B.	Strategic Planning Manager
Identify a client’s needs	Anderson R.	Analytics Manager
Negotiate conditions and deadlines for providing services to a client	Jackson D.	Customer Service Manager
Sign a contract with a client	Jackson D.	Customer Service Manager
Register an order received from a client	Jackson D.	Customer Service Manager
Issue an invoice to a client	Jackson D.	Customer Service Manager
Process a client's enquiries as to the status of his/her order	Jackson D.	Customer Service Manager
Receive a client's payment	Jackson D.	Customer Service Manager
Survey clients to assess their degree of satisfaction	Jackson D.	Customer Service Manager
Assess client satisfaction in quantitative terms	Jackson D.	Customer Service Manager
Classify and group client claims and suggestions	Jackson D.	Customer Service Manager
Forecast material prices	Robinson N.	Procurement Manager
Develop master procurement plan for a period	Robinson N.	Procurement Manager
Analyze potential material suppliers	Flores L.	Head of Procurement Department
Identify possible conditions for cooperation with material suppliers	Robinson N.	Procurement Manager
Evaluate credibility of material suppliers	Flores L.	Head of Procurement Department
Conduct tenders among material suppliers	Robinson N.	Procurement Manager
Sign a contract with a material supplier	Flores L.	Head of Procurement Department
Accept materials from suppliers	Robinson N.	Procurement Manager
Analyze regularity of deliveries from a material supplier	Flores L.	Head of Procurement Department
Schedule provision of services to clients	Jackson D.	Customer Service Manager
Forecast workforce requirements for service provision	Evans H.	HR Recruitment Manager
Analyze technical requirements for process equipment	Anderson R.	Analytics Manager
Schedule purchase (process) of new or upgrade of existing process equipment	Flores L.	Head of Procurement Department
Analyze requirements for information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Analyze failures of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Forecast failures of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Determine need for purchasing, developing or upgrading of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Schedule purchase or production of new or upgrade of existing information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Schedule routine maintenance of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Schedule repairs of IT infrastructure equipment of our company	Martin K.	Head of IT department
Identify need for spare parts and materials to maintain and repair IT infrastructure equipment of our company	Martin K.	Head of IT department
Identify need for outside services to maintain information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Monitor state of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Carry out routine maintenance of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Carry out primary failure diagnosis of information systems and IT infrastructure equipment of our company	Martin K.	Head of IT department
Select suppliers of information systems and equipment for IT infrastructure of our company	Martin K.	Head of IT department
Contract with a supplier of information systems and equipment for IT infrastructure of our company	Martin K.	Head of IT department
Manage ongoing supplies of information systems and equipment for IT infrastructure of our company	Martin K.	Head of IT department
Receive and store equipment for IT infrastructure of our company	Martin K.	Head of IT department
Settle disputes with suppliers of information systems and equipment for IT infrastructure of our company	Martin K.	Head of IT department
Evaluate suppliers of information systems and equipment for IT infrastructure of our company	Martin K.	Head of IT department
Prepare repairs to or upgrade of an information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Decommission an information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Repair (restore) or upgrade an information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Develop design documentation to build or improve information systems of our company	Martin K.	Head of IT department
Design or improve software for information systems of our company	Martin K.	Head of IT department
Prepare supporting documentation for information systems of our company	Martin K.	Head of IT department
Install an information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Set up a newly launched information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Test a newly launched information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Design documentation and operations manuals for a newly launched information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Provide orientation courses for users of a new information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Commission an information system or IT infrastructure equipment of our company	Martin K.	Head of IT department
Analyze personnel requirements	Lee P.	Head of HR Department
Analyze skill pools	Lee P.	Head of HR Department
Estimate personnel requirements	Lee P.	Head of HR Department
Plan steps to recruit personnel	Lee P.	Head of HR Department
Implement steps to recruit personnel	Evans H.	HR Recruitment Manager
Assess a candidate's competence	Evans H.	HR Recruitment Manager
Assess a candidate's dependability	Evans H.	HR Recruitment Manager
Negotiate salary and working conditions with a candidate	Evans H.	HR Recruitment Manager
Sign an employment contract with a candidate	Evans H.	HR Recruitment Manager
Appraise employee performance	Cook J.	HR Development Manager
Create individual employee development plans	Cook J.	HR Development Manager
Organize personnel training	Cook J.	HR Development Manager
Ensure that the working environment meets all applicable standards	Russell H.	Head of HR Support and Social Affairs Department
Organize corporate events	Cook J.	HR Development Manager
Organize internal PR events	Cook J.	HR Development Manager
Manage an employee's promotion and demotion	Lee P.	Head of HR Department
Manage an employee's temporary absence (annual leave, sick leave)	Lee P.	Head of HR Department
Manage an employee's termination	Lee P.	Head of HR Department
Manage budgeting at department level	Cooper J.	Financial Planning Manager
Prepare consolidated budgets	Cooper J.	Financial Planning Manager
Create balance-sheet forecasts	Cooper J.	Financial Planning Manager
Forecast incomes on core activities for a short-term period	Roberts J.	Debtors Manager
Forecast incomes on secondary activities for a short-term period	Roberts J.	Debtors Manager
Forecast incomes on investments for a short-term period	Roberts J.	Debtors Manager
Monitor incomes	Roberts J.	Debtors Manager
Regulate business units’ expenditure in excess of budget	Cooper J.	Financial Planning Manager
Assess expenses for accounts payable	Cooper J.	Financial Planning Manager
Assess payments to extra-budgetary funds	Fisher M.	Head of Accounting Department
Calculate dividend payments	Fisher M.	Head of Accounting Department
Calculate tax payments	Watson G.	Chief Accountant
Balance a payment schedule	White M.	Budget Analyst
Assess extent of fundraising needs	White M.	Budget Analyst
Determine deadlines for and marginal rates of loan raising	White M.	Budget Analyst
Manage returns on investment	Moore A.	Investment Manager
Manage loan raising	Moore A.	Investment Manager
Invest free cash flows	Moore A.	Investment Manager
Prepare a daily payment schedule	White M.	Budget Analyst
Make payments	White M.	Budget Analyst
Collect and process source documents	Watson G.	Chief Accountant
Document business operations in accounting records	Watson G.	Chief Accountant
Prepare management statements	Fisher M.	Head of Accounting Department
Close accounting periods	Watson G.	Chief Accountant
Prepare internal accounting reports	Watson G.	Chief Accountant
Prepare accounting statements for external reporting purposes	Watson G.	Chief Accountant

Overloaded managers – 12 %

These managers indicated that they are responsible for too many types of activity. This means they are overloaded and incapable of effectively fulfilling their tasks.
The reasons may include:

senior management for some reason wants to load these managers with a huge volume of work;
managers do not understand their actual authority and responsibilities;
managers refuse to or are incapable of delegating their authority and responsibility to subordinates;
there is no dedicated department dealing with this issue.

Recommendations

To solve the problem the following is required:

identify and document types of activity the company needs in form of a model of business processes;
distribute responsibility for running the business processes among managers;
if needed, introduce new departments to the organizational structure.

Full name	Position	% of responsibility	Type of activity
Martin K.	Head of IT department	19.74	Analyze requirements for information systems and IT infrastructure equipment of our company
			Analyze failures of information systems and IT infrastructure equipment of our company
			Forecast failures of information systems and IT infrastructure equipment of our company
			Determine need for purchasing, developing or upgrading of information systems and IT infrastructure equipment of our company
			Schedule purchase or production of new or upgrade of existing information systems and IT infrastructure equipment of our company
			Schedule routine maintenance of information systems and IT infrastructure equipment of our company
			Schedule repairs of IT infrastructure equipment of our company
			Identify need for spare parts and materials to maintain and repair IT infrastructure equipment of our company
			Identify need for outside services to maintain information systems and IT infrastructure equipment of our company
			Monitor state of information systems and IT infrastructure equipment of our company
			Carry out routine maintenance of information systems and IT infrastructure equipment of our company
			Carry out primary failure diagnosis of information systems and IT infrastructure equipment of our company
			Select suppliers of information systems and equipment for IT infrastructure of our company
			Contract with a supplier of information systems and equipment for IT infrastructure of our company
			Manage ongoing supplies of information systems and equipment for IT infrastructure of our company
			Receive and store equipment for IT infrastructure of our company
			Settle disputes with suppliers of information systems and equipment for IT infrastructure of our company
			Evaluate suppliers of information systems and equipment for IT infrastructure of our company
			Prepare repairs to or upgrade of an information system or IT infrastructure equipment of our company
			Decommission an information system or IT infrastructure equipment of our company
			Repair (restore) or upgrade an information system or IT infrastructure equipment of our company
			Develop design documentation to build or improve information systems of our company
			Design or improve software for information systems of our company
			Prepare supporting documentation for information systems of our company
			Install an information system or IT infrastructure equipment of our company
			Set up a newly launched information system or IT infrastructure equipment of our company
			Test a newly launched information system or IT infrastructure equipment of our company
			Design documentation and operations manuals for a newly launched information system or IT infrastructure equipment of our company
			Provide orientation courses for users of a new information system or IT infrastructure equipment of our company
			Commission an information system or IT infrastructure equipment of our company
Jackson D.	Customer Service Manager	9.87	Prepare and adjust short-term development plans
			Develop proposals for improving service provision process
			Analyze client database
			Develop and implement client retention programs
			Identify need for attracting new clients
			Negotiate conditions and deadlines for providing services to a client
			Sign a contract with a client
			Register an order received from a client
			Issue an invoice to a client
			Process a client's enquiries as to the status of his/her order
			Receive a client's payment
			Survey clients to assess their degree of satisfaction
			Assess client satisfaction in quantitative terms
			Classify and group client claims and suggestions
			Schedule provision of services to clients
Clark S.	Quality Manager	7.89	Assess and analyze quality of services on offer
			Assess and analyze costs of service provision
			Assess and analyze efficiency of business processes
			Design business processes and management subsystems
			Design organizational structure
			Design procedures for surveying and analyzing the external and internal business environment
			Develop quality management system
			Audit internal regulatory and administrative documentation
			Monitor compliance with regulatory and procedural requirements
			Monitor management performance and effectiveness
			Patent, license or certify know-how of a new service
			Analyze client complaints and suggestions for service improvement

Managers without areas of responsibility – 4 %

These managers have failed to specify a single area of responsibility.
The reasons may include:

absence of actual responsibilities the company needs;
absence of understanding or knowledge of what managers are responsible for;
these managers are responsible for specific tasks outside the scope of the test.

Recommendations

A more thorough analysis of whether these managers' positions are tenable is required.

Full name	Position
Carter R.	Creditors Manager

Managers with a normal workload – 84 %

These managers indicated that they are responsible for one or several (up to 7) types of activity. An optimal workload for a manager is responsibility for 5-7 types of activity.

Recommendations

Pay attention to managers with a small workload. Perhaps, they are underworked.

Full name	Position	% of responsibility	Type of activity
Anderson R.	Analytics Manager	4.61	Analyze external political changes and the legal and regulatory environment
			Evaluate technological innovations and scientific trends in the external environment
			Analyze demographic, social and cultural trends in the external environment
			Assess and analyze costs of service provision
			Assess and analyze labor efficiency
			Identify a client’s needs
			Analyze technical requirements for process equipment
Brown J.	Director of R & D	4.61	Analyze competition as part of shaping development strategy
			Analyze service mix
			Identify appropriate market outlets
			Identify market segments for a new service
			Envisage and design features of a new service
			Develop provision process for a new service
			Develop equipment and infrastructure requirements for provision of a new service
Cooper J.	Financial Planning Manager	4.61	Manage budgeting at department level
			Prepare consolidated budgets
			Create balance-sheet forecasts
			Regulate business units’ expenditure in excess of budget
			Assess expenses for accounts payable
			Assess expenses for loan servicing and repayment
			Calculate payroll
Evans H.	HR Recruitment Manager	4.61	Develop qualification requirements for personnel involved in providing a new service
			Forecast workforce requirements for service provision
			Implement steps to recruit personnel
			Assess a candidate's competence
			Assess a candidate's dependability
			Negotiate salary and working conditions with a candidate
			Sign an employment contract with a candidate
Green P.	Organizational Development Manager	4.61	Set organizational goals and develop management policies
			Design business processes and management subsystems
			Generate technical specifications for automating business processes
			Design workplace conditions
			Plan organizational changes
			Take steps to implement organizational changes
			Monitor implementation of organizational changes
Lee P.	Head of HR Department	4.61	Analyze personnel requirements
			Analyze skill pools
			Estimate personnel requirements
			Plan steps to recruit personnel
			Manage an employee's promotion and demotion
			Manage an employee's temporary absence (annual leave, sick leave)
			Manage an employee's termination
Perry J.	Director of Sales and Marketing	4.61	Develop and negotiate marketing strategy
			Develop business plans for project/investment solutions
			Develop strategic development plan
			Design procedures for surveying and analyzing the external and internal business environment
			Forecast behavior of target market segments
			Select distribution channels for a new service
			Develop competitive marketing strategy for a new service
Robinson N.	Procurement Manager	4.61	Forecast material prices
			Develop master procurement plan for a period
			Schedule obligation payments to material suppliers for a period
			Identify possible conditions for cooperation with material suppliers
			Conduct tenders among material suppliers
			Settle disputes with material suppliers
			Accept materials from suppliers
Smith B.	CEO	4.61	Analyze external political changes and the legal and regulatory environment
			Identify appropriate market outlets
			Set organizational goals and develop management policies
			Design business processes and management subsystems
			Design organizational structure
			Plan organizational changes
			Forecast behavior of target market segments
Watson G.	Chief Accountant	4.61	Calculate payroll
			Calculate tax payments
			Collect and process source documents
			Document business operations in accounting records
			Close accounting periods
			Prepare internal accounting reports
			Prepare accounting statements for external reporting purposes
Flores L.	Head of Procurement Department	3.95	Analyze potential material suppliers
			Evaluate credibility of material suppliers
			Sign a contract with a material supplier
			Settle disputes with material suppliers
			Analyze regularity of deliveries from a material supplier
			Schedule purchase (process) of new or upgrade of existing process equipment
Moore A.	Investment Manager	3.95	Analyze external political changes and the legal and regulatory environment
			Analyze economic changes and industry trends in the external environment
			Assess expenses for loan servicing and repayment
			Manage returns on investment
			Manage loan raising
			Invest free cash flows
White M.	Budget Analyst	3.95	Select economically sound proposals for service improvement
			Balance a payment schedule
			Assess extent of fundraising needs
			Determine deadlines for and marginal rates of loan raising
			Prepare a daily payment schedule
			Make payments
Cook J.	HR Development Manager	3.29	Appraise employee performance
			Create individual employee development plans
			Organize personnel training
			Organize corporate events
			Organize internal PR events
Roberts J.	Debtors Manager	3.29	Schedule obligation payments to material suppliers for a period
			Forecast incomes on core activities for a short-term period
			Forecast incomes on secondary activities for a short-term period
			Forecast incomes on investments for a short-term period
			Monitor incomes
Williams I.	Director of Organizational Development	2.63	Analyze potential suppliers as part of shaping development strategy
			Analyze potential contractors as part of shaping development strategy
			Design and introduce new technologies in a new service's concept
			Develop proposals for service improvement
Fisher M.	Head of Accounting Department	1.97	Assess payments to extra-budgetary funds
			Calculate dividend payments
			Prepare management statements
Howard B.	Strategic Planning Manager	1.97	Analyze potential suppliers as part of shaping development strategy
			Analyze potential contractors as part of shaping development strategy
			Develop and implement programs to promote services to target markets
Miller C.	CFO	1.97	Determine price and cost of providing a new service as part of designing a new service's concept
			Select economically sound proposals for service improvement
			Select economically sound proposals for improving service provision process
Murphy S.	Public Relations and Advertising Manager	0.66	Develop advertising and promotion strategies for a new service
Russell H.	Head of HR Support and Social Affairs Department	0.66	Ensure that the working environment meets all applicable standards

Evaluating the effectiveness of business processes

Weak processes – 33 %

These types of activity are rated by your employees as being very ineffective. Urgent intervention is required!

Causes

One or a number of processes have received low marks. The future of your company is under threat since even a single badly run process can lead to systemic problems.
The reasons for low process effectiveness may include:

absence of accepted standards and regulating documentation for these types of activity;
the department performing these types of activity lacks the necessary resources;
incompetence of managers or employees responsible for these types of activity.

Recommendations

To improve the effectiveness of weak processes the following is required:

create optimal methods of running the processes, document them as graphic charts;
create regulating documentation (business process descriptions, job descriptions, department descriptions);
conduct staff training based on the developed graphic charts of processes and process descriptions;
analyze whether the cost of running the business processes are justified and allocate the necessary resources;
if needed, recruit appropriately qualified personnel.

Very low marks received by a single process are explained by the very low marks of one or more of its subprocesses. To analyze the weak subprocesses, please click the link with the name of the process:

Process	Process description	Evaluation
Develop new and improve existing services	Analyze needs of target market segments and design new or improve existing services	70 / 100
Provide services to clients	Provide a service of an appropriate quality to a client within a specified period in accordance with the respective process	33 / 100
Manage process equipment	Maintain existing process equipment by carrying out timely repairs and servicing, as well as upgrade it	25 / 100

Develop new and improve existing services – 70 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Develop a new service's concept	78 / 100
Develop marketing and sales strategies for a new service	70 / 100
Develop provision process for a new service and requirements for necessary resources	78 / 100
Improve existing services	82 / 100

List of answers:
0 – I don't have the slightest idea, I’m not an expert in this area / we don’t do this in our company
1 – no, totally untrue, this doesn’t happen
2 – not really, this is not typical for our company
3 – it’s hard to say for sure, it varies
4 – probably yes, this does happen but not always
5 – absolutely true, that’s the only way it works

Develop a new service's concept – 78 / 100

Statement	Evaluation
We have totally reliable, full and precise information about our clients’ needs	1.4
Our employees constantly evaluate our competitors’ service provision processes and strive to develop the best offer in the industry	4.6
Our company carries out sufficient research and assessment before investing money into new ideas	4.6
Most of our services are in demand on the market	5

Develop marketing and sales strategies for a new service – 70 / 100

Statement	Evaluation
When launching a new service onto the market, we employ both new and existing distribution and promotion channels	4.2
We have totally reliable, full and precise information about our clients’ behavior	4.6
Our company has every opportunity to surpass our competitors in terms of service quality while offering the same prices	2.6
Our company has every opportunity to offer better prices than our competitors while offering the same service quality	4
We have an idea as to the sales of a new service prior to its development	2

Develop provision process for a new service and requirements for necessary resources – 78 / 100

Statement	Evaluation
Our provision process for a new service fully complies with the requirements of our clients and marketing professionals	5
Our company has the necessary basis and opportunities for certifying and patenting ideas, solutions, trademarks and other types of intellectual property	2.4
The level of our service provision processes meets average industry and world standards	5
When launching new types of services, we strive to improve existing or introduce new technologies and testing and control methods	4.6
Our service provision processes ensure quality and competitiveness of our services	1.4
All phases of a service provision process are supported by appropriate documentation, instructions and procedures	3.6
Our work-time and material consumption standards for operations performed in the course of providing a service are reliable and feasible	5
A new service is provided on a trial basis before it is included in the list of services provided by the company on a regular basis	4

Improve existing services – 82 / 100

Statement	Evaluation
We thoroughly document all client suggestions and complaints regarding the features and quality of our services. All client suggestions and complaints receive full and timely consideration	4.6
Our employees are constantly looking for more efficient technologies and methods of service provision	4.6
Any employee can make a suggestion as to improvement of a service or its provision process. All ideas receive proper consideration	4.4
Our company is continuously improving its existing services based on the client feedback	4
Work-time and material consumption standards for operations performed in the course of providing a service are reviewed on a regular basis	3

Provide services to clients – 33 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Plan provision of services to clients	56 / 100
Provide services to a client	33 / 100

Plan provision of services to clients – 56 / 100

Statement	Evaluation
Our service provision planning ensures the company’s employees and equipment are loaded appropriately	5
Our service provision planning is prepared based on equipment repair schedules	1.4
We have all the necessary and up-to-date information on the stock of raw materials required for providing services to clients	2
Specialists involved in providing services to clients are evenly loaded across the entire accounting period. They are rarely overloaded with work on short deadlines	4
We always make sure that a client’s order is included in our service provision schedule	1.6

Provide services to a client – 33 / 100

Statement	Evaluation
Cases of deviations from the correct service provision process for the sake of meeting deadlines or other purposes are extremely rare in our company. If required, all critical operations are carried out under the supervision of external authorities or experts	1
Services are provided to clients in a timely manner	2
The company’s facilities used in the process of providing services are kept clean and well-maintained	1.6
Our clients are always pleased with the promptness and quality of our services and after sale servicing	1.4
Employees are prohibited from working whilst under the influence of alcohol or drugs	1.6
We pay special attention to servicing priority clients	2.4

Manage process equipment – 25 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Select configuration of process equipment and schedule supplies thereof	40 / 100
Design and produce process equipment and its components	40 / 100
Schedule process equipment maintenance and repairs	25 / 100
Ensure ongoing and routine maintenance of process equipment	35 / 100
Repair, restore and upgrade process equipment	31 / 100
Purchase process equipment	30 / 100
Put process equipment into operation	44 / 100

Select configuration of process equipment and schedule supplies thereof – 40 / 100

Statement	Evaluation
The state of our process equipment is better than the industry average	4
The capacity and state of process facilities are sufficient to implement current and long-term plans	1.4
Keeping the process equipment intact and functioning is one of the company’s strategic priorities	1.6
The degree of obsolescence and physical wear of the process equipment does not limit the company’s strategic and short-term plans	1
We select new process equipment taking into account the complexity and labor intensity of its maintenance	2.6
Our process equipment makes possible a flexible conversion to new services	1.4

Design and produce process equipment and its components – 40 / 100

Statement	Evaluation
All process equipment we design for the internal use fully satisfies our requirements	1.4
We are fully satisfied with the quality of the process equipment and its components of our own manufacture	2.6

Schedule process equipment maintenance and repairs – 25 / 100

Statement	Evaluation
Repairs of our process equipment are scheduled in accordance with the documentation for such equipment	1
Forecasting emergencies, accidents and preventive actions is an integral part of planning scheduled and preventive repairs of our process equipment and other preventative actions	1.8
Repairs of our process equipment are scheduled based on thorough analysis of failure statistics and equipment deterioration	1

Ensure ongoing and routine maintenance of process equipment – 35 / 100

Statement	Evaluation
Our company pays particular attention to the schedules of ongoing and routine maintenance of the process equipment	2
Scheduled maintenance of our process equipment is carried out in strict compliance with the manufacturer’s guidelines	1.4
Implementation of process tasks does not hinder scheduled maintenance of the process equipment	1.8

Repair, restore and upgrade process equipment – 31 / 100

Statement	Evaluation
More than 90% of process equipment repairs include scheduled, preventive and major repairs	1
Repairs of our process equipment are carried out with minimum deviation from schedules	1.6
To repair most types of our process equipment, its units and components we prefer engaging contractors providing high quality services in this field	1.6
We start repairs of our process equipment only when all the necessary materials and spare parts are available	2

Purchase process equipment – 30 / 100

Statement	Evaluation
We are good at negotiating and concluding favorable contracts with suppliers of process equipment	2
Our procedure of contracting with process equipment suppliers is simple and involves a minimum of red tape while remaining fully consistent with strictly prescribed standards and regulations	1
To select suppliers of process equipment our company makes extensive use of open tenders and competitions, thereby sorting out the best contractors	2
We secure process equipment deliveries exactly as scheduled	1

Put process equipment into operation – 44 / 100

Statement	Evaluation
Our process equipment is installed and set up in strict compliance with its documentation	1.6
Our process equipment is put into operation only when all the necessary set-up and testing procedures have been completed	2.8

Non-optimal processes – 56 %

These types of activity are rated by your employees as being of medium effectiveness. To improve the company’s effectiveness these processes have to be optimized.

Causes

One or a number of processes have received fairly low marks. These processes interfere with your company’s development and require attention.
These processes probably have the necessary resources and appropriately qualified personnel, while the reasons for the poor effectiveness of these processes include:

non-optimal methods of running the processes;
absence of accepted standards and regulating documentation for these types of activity;

Recommendations

To improve the effectiveness of non-optimal processes the following is required:

create optimal methods of running the processes, document them as graphic charts;
create regulating documentation (business process descriptions, job descriptions, department descriptions);
conduct staff training based on the developed graphic charts of processes and process descriptions.

Low marks received by a single process are explained by the low marks of one or more of its subprocesses. To analyze the weak subprocesses, please click the link with the name of the process:

Process	Process description	Evaluation
Analyze and improve business	Create business development strategy and short-term development plans and implement organizational changes	72 / 100
Manage promotion and sales of services	Hold promotion events and sell services	81 / 100
Manage procurement	Ensure timely deliveries of required material assets through sourcing, placing purchase orders and organizing shipments	73 / 100
Manage information systems and IT infrastructure equipment	Build new and maintain existing information systems and IT infrastructure equipment	82 / 100
Manage human capital	Meet the company's requirements in a sufficient number of adequately qualified personnel	86 / 100

Analyze and improve business – 72 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Analyze the external environment	88 / 100
Analyze the internal environment	90 / 100
Develop business concept and strategy	87 / 100
Develop business management model	72 / 100
Implement organizational changes	83 / 100

Analyze the external environment – 88 / 100

Statement	Evaluation
Regular analysis of the legal and regulatory environment helps us eliminate all risks arising from legislative changes	3
We are aware of all technological and scientific innovations in the field of our activity	4.6
When developing long-term plans and programs, we regularly analyze demographic, social and cultural changes and take into account relevant forecasts	4.4
Regular analysis of economic changes and trends in various industries helps us gain a clear understanding of the market situation and find new, stable and promising markets	5
Regular studies of existing markets of product suppliers and service providers carried out by independent personnel enable us to have access to the most attractive offers	4.4
We are very well aware of our competitors’ positions and actions	5

Analyze the internal environment – 90 / 100

Statement	Evaluation
We are aware of the quality of our services and analyze it on a regular basis	5
We regularly analyze our service mix. This results in development and implementation of new services	5
We always have full and reliable information on the amount and structure of our expenditure and costs of service provision	3
We collect statistical data on change dynamics of financial, economic and other performance indicators of our company	4.6
We compare our business units’ labor performance indicators with the average for the industry	5

Develop business concept and strategy – 87 / 100

Statement	Evaluation
Our company’s development strategy is documented and can be accessed by key employees	3
Our company consciously focuses its efforts on specific client and consumer groups	5
Our investment projects are highly effective and focus on areas of strategic development	5
Our company’s development strategy serves as a basis for operational and tactical analysis and planning	4.4

Develop business management model – 72 / 100

Statement	Evaluation
The number of levels in our company’s management system is optimal for fast decision making	2.2
Managers are aware of the organizational goals they are responsible for	2.4
Our company’s internal rules and procedures are effective and are appropriately documented	5
Where appropriate, we use information systems to automate business processes	3.4
Interaction between business units is simple and unbureaucratic, but fully consistent with established standards and regulations	5
The authority and responsibility of managers and staff are clearly defined and fairly stable. The company has no areas of activity for which no one, or everyone at the same time, is responsible	3.6
Employees’ workload in the company’s business units is distributed evenly, and the remuneration is fair	3.6

Implement organizational changes – 83 / 100

Statement	Evaluation
Changes to our company's management are made systematically and consistently without unnecessary stress	3
The company’s internal regulating documentation is written in a simple, easy-to-understand language and is drawn up according to standard templates	4
Employees are aware of procedural and methodological requirements and strictly follow them in their work	5
It is a common practice for our company to regularly analyze work efficiency of managers at all levels including senior management	4.6

Manage promotion and sales of services – 81 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Promote services	92 / 100
Identify a client's needs and negotiate conditions of service provision	90 / 100
Contract with a client	81 / 100
Receive a client's orders	97 / 100
Analyze client satisfaction	89 / 100

Promote services – 92 / 100

Statement	Evaluation
We have all the necessary technical facilities to maintain the client database. We know who our loyal clients are and how many of them we serve	5
Our company is systematically searching for new ways and methods of service promotion to improve sales efficiency	4.6
We allocate sufficient money and resources to sustain our company’s competitive position	3.8
Our efficient service promotion strategies lead to the regular growing of our sales	5

Identify a client's needs and negotiate conditions of service provision – 90 / 100

Statement	Evaluation
When making a decision on the price offer for a concrete client, we adhere to our well-defined pricing policy which general provisions are set forth in a special document	4.6
To satisfy all client needs, our managers and experts will easily plan and implement even the most complicated project	4.4
We can quickly engage contractors to supply any associated services to our clients	4.4
Sales professionals regularly report on potential clients’ wishes regarding our services to staff responsible for developing and improving new services	4.6

Contract with a client – 81 / 100

Statement	Evaluation
We prefer contracting with clients using our established standard contractual schemes. Our contractual terms are always in line with the terms and conditions prescribed by national and international regulations	3.8
Contracting with a client involves professional legal support and supervision at every stage	3.8
We evaluate a client's reliability before contracting with him/her and allocate sufficient time and resources to avoid any potential risks	3.6
Our procedure of contracting with clients is simple and involves a minimum of red tap while remaining fully consistent with strictly prescribed standards and regulations	5

Receive a client's orders – 97 / 100

Statement	Evaluation
The order database we maintain allows a client to obtain any information at all times	5
All client orders are processed under established turnaround time standards	4.6
Clients are billed in a timely manner without delay	5

Analyze client satisfaction – 89 / 100

Statement	Evaluation
Information on client satisfaction is collected and analyzed on a regular basis using specially designed procedures	4.2
Client satisfaction is evaluated in precisely measurable quantitative terms	4.4
Our employees constantly interact with clients, analyze their problems and receive feedback concerning their satisfaction with the quality of our services	4.6
Clients’ suggestions on improving our services and service provision processes are regularly collected and forwarded to respective departments	4.6

Manage procurement – 73 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Plan material purchases	94 / 100
Select material suppliers	88 / 100
Contract with a material supplier	73 / 100
Monitor and manage material deliveries	76 / 100
Receive and store materials and distribute materials from the supply warehouse among departments	85 / 100
Evaluate material suppliers	90 / 100

Plan material purchases – 94 / 100

Statement	Evaluation
We strive to optimize material volumes to minimize allocated current assets while avoiding material deficiency	5
Orders are placed with material suppliers beforehand to minimize the risk of late delivery	4.4

Select material suppliers – 88 / 100

Statement	Evaluation
Our company is known as a reliable and dependable partner that always meets its obligations. Therefore, we can always select the best material suppliers	4.2
In order to select material suppliers, our company makes extensive use of competitive tendering to find the best contractors	4.4
We are able to develop special pay-off schemes for material suppliers, thereby reducing actual purchase costs	5
Our strength lies in our good skills in negotiating and contracting with both domestic and foreign material suppliers	4.4
We can obtain favorable special conditions from material suppliers	4

Contract with a material supplier – 73 / 100

Statement	Evaluation
We prefer working with material suppliers using standard established contractual schemes. Our delivery terms are always in line with the terms and conditions prescribed by the national and international commercial regulations	5
Contracting with a material supplier involves professional legal support and supervision at every stage	2.4
We evaluate a material supplier's reliability before contracting with him/her and allocate sufficient time and resources to avoid any potential risks	2.2
Our procedure of contracting with material suppliers is simple and involves a minimum of red tape while remaining fully consistent with strictly prescribed standards and regulations	5

Monitor and manage material deliveries – 76 / 100

Statement	Evaluation
Our level of loss during transportation of materials is considerably lower than the industry average. All shipments are insured	3
Our company knows how to optimize its transportation schemes, thereby minimizing transport costs for delivery of materials	3.4
We know how to cooperate with the Customs. Our expenses for customs clearance of materials are notably lower than those of our competitors	5

Receive and store materials and distribute materials from the supply warehouse among departments – 85 / 100

Statement	Evaluation
Our supply warehouse is easily accessible by road and rail. We spend minimum time on freight handling	5
Expenses for arranging storage in our supply warehouse are tracked and minimized	5
Thanks to our efficient storage methods, loss of material assets during storage (as a result of damage, theft, etc) in our supply warehouse is minimized	5
We use special skills and techniques for efficient freight handling. Our supply warehouse is provided with unique equipment unavailable to our competitors	4.4
Timely distribution of materials from our supply warehouse to other departments ensures our service provision processes are continuously in operation	3
Our supply warehouses’ system for incoming quality control of materials is well-functioning and effective: there is no possibility of substandard materials and parts reaching a process line	3

Evaluate material suppliers – 90 / 100

Statement	Evaluation
We foster long-term relationships with companies supplying reliable and high-quality materials	4.4
Our company sets high standards for delivery times and demands that material suppliers strictly adhere to them	4.4
Material suppliers are regularly evaluated under our regulations	4.4
Our company is actively searching for the best material suppliers rather than simply opting for those offering what we need	4.4
Our market position enables us to promptly select a new material supplier if our satisfaction is diminished	5

Manage information systems and IT infrastructure equipment – 82 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Determine configuration of information systems and IT infrastructure equipment of our company and develop plans for supplying such systems and equipment	89 / 100
Schedule maintenance and repairs of information systems and IT infrastructure equipment of our company	100 / 100
Carry out ongoing maintenance of information systems and IT infrastructure equipment of our company	92 / 100
Purchase information systems and equipment for IT infrastructure of our company	84 / 100
Repair (restore) or upgrade information systems or IT infrastructure equipment of our company	82 / 100
Design or improve information systems of our company	92 / 100
Put information systems or IT infrastructure equipment of our company into operation	91 / 100

Determine configuration of information systems and IT infrastructure equipment of our company and develop plans for supplying such systems and equipment – 89 / 100

Statement	Evaluation
The IT Department regularly tests our IT infrastructure equipment and information systems, forecasts and analyzes the failures to identify risks that could affect our business	5
New IT infrastructure equipment and information systems are selected based on business requirements and on complexity and labor intensity of the maintenance	5
Our information systems give the staff full access to up-to-date information. Work interruptions due to delays in the flow of information are not possible	5
The number of failures of our IT infrastructure equipment and information systems is at an acceptable level	5
Our information systems are simple and user-friendly and do not require any significant support	4.2
Our information systems do not force the staff to re-enter the same information into various programs	3.4
We assess all costs to develop our own software or improve the software we purchase. The expenses do not exceed the cost of similar off-the-shelf products	3.6

Schedule maintenance and repairs of information systems and IT infrastructure equipment of our company – 100 / 100

Statement	Evaluation
Maintenance and repairs of our information systems and IT infrastructure equipment are scheduled in accordance with appropriate documentation	5
Maintenance and repairs of our IT infrastructure equipment are scheduled based on failure statistics and equipment deterioration	5
Efficiently planned maintenance and repairs of the information systems and IT infrastructure equipment ensure continuous operation of our IT infrastructure	5

Carry out ongoing maintenance of information systems and IT infrastructure equipment of our company – 92 / 100

Statement	Evaluation
We keep to schedules for ongoing maintenance of our company’s information systems and IT infrastructure equipment	4.6
Scheduled maintenance of our information systems and IT infrastructure equipment is performed in strict compliance with the manufacturers’ guidelines	4.2
Ongoing operations of business units do not hinder scheduled maintenance of the information systems and IT infrastructure equipment of our company	5

Purchase information systems and equipment for IT infrastructure of our company – 84 / 100

Statement	Evaluation
Our company is known as a reliable and dependable partner that always meets its obligations. As a result, we can always select the best suppliers of information systems and IT equipment	4.4
We purchase IT equipment and information systems only from reliable suppliers providing high-quality after sale service	4.4
Our company sets high standards for delivery deadlines and demands that suppliers of IT equipment and information systems strictly keep these deadlines	4
When appropriate, we hold tenders for the purchase of IT equipment and information systems to receive the most favorable offers	4

Repair (restore) or upgrade information systems or IT infrastructure equipment of our company – 82 / 100

Statement	Evaluation
Scheduled maintenance of our IT infrastructure equipment accounts for over 90% of equipment downtime	4.4
Our IT infrastructure equipment and information systems are repaired (restored) and updated with minimum deviation from schedules	3.8

Design or improve information systems of our company – 92 / 100

Statement	Evaluation
The software we or our contractors develop for or adapt to our company complies with high quality standards	5
The software we or our contractors develop for or adapt to our company is fully consistent with our employees’ needs	4.2
The software we or our contractors develop for or adapt to our company is tested for efficiency, compliance with technical specifications and planned loads as well as in accordance with specific features of the equipment and external applications interacting with the software in the course of its use	4.6
The software we or our contractors develop for or adapt to our company is always accompanied by all the required documentation	4.6

Put information systems or IT infrastructure equipment of our company into operation – 91 / 100

Statement	Evaluation
The information systems and IT infrastructure equipment of our company are installed and set up in strict accordance with the accompanying documentation	4.2
Our staff are timely trained to use the new information systems and IT equipment implemented in our company	4.4
The information systems and IT equipment newly implemented in our company are tested using test platforms which do not include operating infrastructure components	4.6
New information systems and IT equipment are put into operation in our company only once all required tests are passed	5

Manage human capital – 86 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Plan personnel recruitment	100 / 100
Select personnel	89 / 100
Integrate new employees into the working environment	86 / 100
Appraise employee performance and manage employee development	98 / 100
Ensure employee capability	93 / 100
Manage employee rotation and dismissal	93 / 100

Plan personnel recruitment – 100 / 100

Statement	Evaluation
As our HR Department hires at least 90% of employees, department managers rarely have to look for candidates on their own	5
It is a common practice for our company that the most promising and valued professionals are promoted to higher offices	5
Our company employs a sufficient number of required employees and is never understaffed	5
Our staff qualification requirements are well-defined and take into account our process and business needs	5

Select personnel – 89 / 100

Statement	Evaluation
Vacant positions are filled on a competitive basis. Recruitment competitions are open for any employee sufficiently confident in their knowledge, skills and expertise	4
All personnel being hired fully meet our competency and cost requirements	5
The number of job candidates failing to complete the trial period is negligible	4.4

Integrate new employees into the working environment – 86 / 100

Statement	Evaluation
The system of orientation courses helps new employees to integrate into the working process	4.4
The hiring procedure is fully compliant with labor law regulations	4.2

Appraise employee performance and manage employee development – 98 / 100

Statement	Evaluation
We provide proper help and support to develop talents and professional level of each employee	5
We operate job rotation and transfer schemes for our key employees based on well-defined criteria. Our employees have a clear understanding of the kind of qualities they must possess to advance their careers	4.6
Our employees have every opportunity for personal development	5
Employee training sessions are well-timed and do not hinder the business	5

Ensure employee capability – 93 / 100

Statement	Evaluation
Personnel turnover is extremely low in our company since all employees are interested in the long-term cooperation with our company	5
Our financial remuneration system ensures that each employee is fairly compensated and motivates the staff to perform to the best of their abilities	5
Our employee incentive program is easy to understand and motivates employees to achieve indicators they can influence in their work	5
Our company sets an example of positive work environment among other similar companies in the region	5
Workplace assessment and health and safety measures are undertaken in a timely manner	4.4
Employees of special positions, who have to periodically confirm their qualifications, complete regular training courses and take qualification exams	3.6

Manage employee rotation and dismissal – 93 / 100

Statement	Evaluation
We strive to maintain good relationships with former employees (college students, professionals, veterans and pensioners)	4.6
The process of terminating the company’s employees is consistent with the requirements of labor legislation. Dismissal documentation is legally perfect	4.6
Employee dismissals are amicable and extremely rarely result in a legal action	5
Termination of an employee always involves handing over responsibilities, returning company assets, completing projects in progress and the like	4.4

Strong processes – 11 %

These types of activity are rated by your employees as highly effective. They do not require any special attention.

Causes

These processes have received good marks. This means that your company’s employees believe that these processes are running smoothly and effectively and do not require changes.

To analyze the marks of the subprocesses, please click the link with the name of the process:

Process	Process description	Evaluation
Finance business activity and settle accounts	Prepare financial and economic plans and provide business financing, as well as record and analyze performance results	93 / 100

Finance business activity and settle accounts – 93 / 100

Please click the process link to view detailed information: list of statements analyzed by the staff during the survey as well as the average mark for each statement:

Subprocess	Evaluation
Perform budgeting	100 / 100
Forecast incomes for a short-term period and monitor incomes	95 / 100
Estimate expenditure	98 / 100
Balance a payment schedule and identify need for financial resources	100 / 100
Provide financial resources	93 / 100
Manage settlements	98 / 100
Prepare financial statements	100 / 100

Perform budgeting – 100 / 100

Statement	Evaluation
We are sure that we do not start any investment and other large-scale projects without having provided these with sufficient financial resources	5
Our cost management system helps us avoid unreasonable expenses and, at the same time, does not create shortages of resources	5
Budget performance (non-performance) indicators constitute a part of our system of material performance incentives	5
Our financial forecasts are highly accurate	5

Forecast incomes for a short-term period and monitor incomes – 95 / 100

Statement	Evaluation
Limits for accounts receivable are set for primary consumer groups. When a limit is exceeded, financial departments suspend service provision	5
Information on accounts receivable is accurate and up-to-date	4.4
Sale-related incomes are forecast based on contractual terms	5
We take measures to secure settlement of accounts receivable in a timely manner	4.6

Estimate expenditure – 98 / 100

Statement	Evaluation
Information on accounts payable and changes thereof is accurate and up-to-date. It is regularly analyzed	5
Our budget management system allows close monitoring of budget implementation	5
Our company has no overdue accounts payable	5
Our upcoming costs are always forecast and scheduled; cases of urgent payments are extremely rare	4.6

Balance a payment schedule and identify need for financial resources – 100 / 100

Statement	Evaluation
Credited and debited amounts are well-balanced for each time interval	5
We demonstrate excellent skills in managing circulating capital	5

Provide financial resources – 93 / 100

Statement	Evaluation
Loans are strictly limited and controlled. A decision to raise credit resources is made based on established norms (liquidity, marginal rate, etc.)	4.6
The company has access to long-term funds and may obtain such funds on favorable terms when necessary	5
We can easily obtain necessary short-term loans on favorable terms	4.4
The company fully resolves all issues relating to allocation of temporarily available cash assets on favorable terms	4.6

Manage settlements – 98 / 100

Statement	Evaluation
The greater part of our payments is made in cash	4.6
Our company makes all payments in a timely manner	5
Our company is a law-abiding taxpayer - all our tax payments are effected precisely and timely	5
Payments to creditors are prioritized based on stringent criteria	5

Prepare financial statements – 100 / 100

Statement	Evaluation
Our company has developed, approved and implemented financial reporting procedures, methodologies and forms	5
Our system of financial and management accounting always provides employees with correct information	5
We have information on the cost of every operation pertaining to the process of providing a service	5
Inventory information is accurate; business units do not carry stock which is unaccounted for	5
We have developed the accounting policy fully consistent with the company’s goals. The level and efficiency of our company’s management accounting are sufficient for making operational and tactical managerial decisions	5
Our internal and external financial reports are accurate and entirely consistent with national and international reporting standards	5

Process effectiveness chart


Analyze the external environment
Analyze the internal environment
Develop business concept and strategy
Develop business management model
Implement organizational changes
Develop a new service's concept
Develop marketing and sales strategies for a new service
Develop provision process for a new service and requirements for necessary resources
Improve existing services
Promote services
Identify a client's needs and negotiate conditions of service provision
Contract with a client
Receive a client's orders
Analyze client satisfaction
Plan material purchases
Select material suppliers
Contract with a material supplier
Monitor and manage material deliveries
Receive and store materials and distribute materials from the supply warehouse among departments
Evaluate material suppliers
Plan provision of services to clients
Provide services to a client
Select configuration of process equipment and schedule supplies thereof
Design and produce process equipment and its components
Schedule process equipment maintenance and repairs
Ensure ongoing and routine maintenance of process equipment
Repair, restore and upgrade process equipment
Purchase process equipment
Put process equipment into operation
Determine configuration of information systems and IT infrastructure equipment of our company and develop plans for supplying such systems and equipment
Schedule maintenance and repairs of information systems and IT infrastructure equipment of our company
Carry out ongoing maintenance of information systems and IT infrastructure equipment of our company
Purchase information systems and equipment for IT infrastructure of our company
Repair (restore) or upgrade information systems or IT infrastructure equipment of our company
Design or improve information systems of our company
Put information systems or IT infrastructure equipment of our company into operation
Plan personnel recruitment
Select personnel
Integrate new employees into the working environment
Appraise employee performance and manage employee development
Ensure employee capability
Manage employee rotation and dismissal
Perform budgeting
Forecast incomes for a short-term period and monitor incomes
Estimate expenditure
Balance a payment schedule and identify need for financial resources
Provide financial resources
Manage settlements
Prepare financial statements

Process effectiveness evaluation