A very large global company who currently has over 200 staff in his Brisbane office. We have A LOT of upcoming projects and need to have more resources at our disposal and wants to implement “Cross charging across GLOBAL departments within a single organisation”. This will allow us to scale up very quickly.
This means there needs to be a structure change. We will need to implement time sheeting to keep track of work of individual employees as they get “secondment” to work on another project. We are VERY worried about staff motivation and morale with implementing time sheets due to the staff feeling they are getting watched like a hawk and billed correctly and thus affecting the overall culture.
E.g. Security team in Brisbane asked to do some penetration work for another office in another country, how to monitor the staff that have been moved onto this project are doing the hours they are asked to because the hours will be billed to the other office. He said that the only edge they have is it’s culture and cannot risk to lose this.
Other problem. Currently only have about 9 Managers for 200 staff. IF we implement this strategy how will they be able to keep people motivated and accountable? He feels he will need more managers/staff to keep this inline.
We already have the software to manage this, it is all about how to keep the current culture. Does anyone have any knowledge/experience on methodologies that could be used to manage the push back and keep the current culture during this implementation? It is important to make these changes as it will increase the ability to scale up in an instant for projects.
Thank you
This means there needs to be a structure change. We will need to implement time sheeting to keep track of work of individual employees as they get “secondment” to work on another project. We are VERY worried about staff motivation and morale with implementing time sheets due to the staff feeling they are getting watched like a hawk and billed correctly and thus affecting the overall culture.
E.g. Security team in Brisbane asked to do some penetration work for another office in another country, how to monitor the staff that have been moved onto this project are doing the hours they are asked to because the hours will be billed to the other office. He said that the only edge they have is it’s culture and cannot risk to lose this.
Other problem. Currently only have about 9 Managers for 200 staff. IF we implement this strategy how will they be able to keep people motivated and accountable? He feels he will need more managers/staff to keep this inline.
We already have the software to manage this, it is all about how to keep the current culture. Does anyone have any knowledge/experience on methodologies that could be used to manage the push back and keep the current culture during this implementation? It is important to make these changes as it will increase the ability to scale up in an instant for projects.
Thank you