To start a collaboration
When we start a new assignment, it often involves us taking over a customer's existing operations, offering the customer's existing service staff employment with Coor. All take-overs and contract start-ups are preceded by very thorough preparations. Here we illustrate how a partnership can grow, step by step.
1. Initial meeting
Each collaboration begins with a meeting, free of any preconditions. The purpose of the initial meeting is mainly for each party to get to know each other. We share our way of working an answer your questions while you give us an initial synopsis of your business and its conditions and thus enabling us to analyze and illuminate your company. It is of great importance that we get a general indication of how service operations are being conducted at present as well as if you have any concerns or wish for improvement in some areas. Perhaps you want to increase the level of service – or lower it? Do you have employees that will be signed to Coor?
Here at Coor we don’t have any standardized offers, instead we continuously adapt to our customers’ needs, wishesheir and specific situation at all times.
By combining an analysis of your company with our experiences from similar assignments, we put together a proposal of how we can change and improve the work associated with your internal services. The proposal is compiled in a report that illustrates how our cooperation could be carried out, but also constitutes solid decision documentation for your own purposes.
3. Flexible agreement
Once we have agreed on a suitable form of cooperation, the important agreement is drafted. At Coor Service Management we have extensive experience of drafting comprehensive, yet flexible contracts. It is also possible for you to experiment with parameters such as quality, service level and costs.
4. Smooth contract start
Based on our extensive experience we have developed a structured and proven process for the start-up of new contracts. When Coor takes over the responsibility for service operations it’s of great importance that the transition works seamlessly from the first day. Throughout the years we have taken over many service operations as well as starting numerous new contracts, big and small. Every larger start-up is led by a specialized project manager. Within the project other various competences such as IT, economy, human resources, communication, procurement, environment and quality are also present.
Each integration is followed-up and evaluated and we have good results throughout.
Usually a new collaboration means current service employees transfer their employment to Coor. Since our core operation is service many feel the transfer is something positive. We have even heard new employees describe it “like coming home”.
Our active work with increasing employee satisfaction is the explanation. Each year we measure and evaluate staff satisfaction. The results is then broken down in different segments based on contracts, work group and if necessary dedicated response plans are made for areas with low results. At Coor we offer competence development for all employees. The foundation is the individual competence development plans established during the annual appraisal.
5. Structured cooperation
Good cooperation requires a structured dialogue. Assigns one contact person for your contract, your contact person will be responsible functionality and meeting the terms of the agreement. We have also developed structured delivery reports, "Service Management Review," which is based on KPI´s (Key Performance Indicators) relevant to the mission. These delivery reports facilitates the operational monitoring of delivery and is a good foundation for you to base strategic decisions on.