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Have a monthly call only for 30 mins to share & staffing across the region

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Have a monthly call only for 30 mins to share & staffing across the region

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Sometimes sharing best practices/learnings and doing so in shorter calls might be better since more people might listen/be attentive. Also, please look at the staffing on projects when we cut across time zones - it's a nightmare for some when we start having time zone gaps of more than 4-5 hours or have colleagues in more than 3-4 different time zones spread over 12 hours etc.

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Feedback & re-look at performance criteria

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Feedback & re-look at performance criteria

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We need to give feedback more regularly to each other and not wait till promotion cases/when people are done with projects to do this at which point it's too late for someone to act on this if they aren't aware. If consultants, including senior ones, aren't filling up the 'project eval' form or providing feedback regularly, how do they expect younger consultants to do that?

It's good that some of the performance/promotion criteria is clear but some of it might still be debatable/doesn't do justice for people when each person's story isn't the same/the context is different. E.g., getting an account or a chance to lead a project isn't in the hands of a consultant but judging them on this when some part of this is out of their control, is a bit unfair.

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We're getting better at resourcing but I think the danger is falling into old ways of doing things or knowing what things people are best at. The important thing is to continously balance stretch goals for everyone but also have some level of familiarity so people learn but aren't always stretched.

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Performance rewards -- not just from Selling

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Performance rewards -- not just from Selling

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(for consultants) Would be great if we could reward (incl. financial bonus) other achievements that are not directly related to selling. E.g. for being a great project member/lead, creating wonderful programs, delivering/facilitating excellently -- and not just from the PV days recorded.

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Wonder if we could have a repository of success case by industry, by region, by solution so we can leverage them easily when crafting a proposal and during the solution calibrating phase, perhaps we could draft the success case when having a project closeout call to incorporate the result measurement too

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We could consider having a clearer understanding of what is the role and responsibilities for different ppl in a GAM delivery roll out.
For example, what is the R&R of the Project Lead or Project Manager -- what are the things that need to be ready/prepared for the other teams to follow through and prepare for the delivery. How 'delivery-ready' should the materials be when being handed over to the facilitators, how much details/info should be provided for ramp up and delivery, etc

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just an idea for the leave days system in salesforce -- for those added back days, days carried forward, and PH replacement, is it possible to have them added in the total number of leave (and shown in the number displayed in salesforce used/remaining), instead of using 'negative' system.
This will allow easier tracking, as the numbers are visible.

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Research-based approach / providing proper credits

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Research-based approach / providing proper credits

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(This might not be the right category - sorry!)
But I feel that we could be more intentional to provide the backing/research or basis or credits sources when sharing on our POV or claims or frameworks/models/tools we share with clients/participants -- this will build credibility to our claims. and also it's understood and understandable that BTS didn't invent all the frameworks/models/approach we used -- thus giving proper credits/sources should be a norm. -- be it in proposal or delivery deck.

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How are accounts being allocated to the AMs? (Whether it's for handover from someone leaving, or new logo/project from BD) - As proposal teams usually comprise of a mix of seniority/expertise, does the account usually automatically go to the most senior AMs (e.g. Director/AD vs Consultant/Snr Consultant involved in the pitch) -- as the amounts sold/pipeline is a key criteria for promotion too.

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Not so much about equitable resourcing, but how can we design, plan, strive, train for excellence in delivery and facilitations -- both in the design of the program, as well as training and equipping the facilitators to be able to improve and deliver/facilitate better, creating a great experience for the participants.

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Like fruits? :D

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Knowing which consultant/PE member is working on which project

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Knowing which consultant/PE member is working on which project

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This helps us to reach out to the right people quickly to learn from them + see how we can all grow together

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Follow-up on certain initiatives for closure

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Follow-up on certain initiatives for closure

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Some initiatives that were implemented sounded great but there was subsequently no follow-up on what happened/what's going on and just left hanging (i.e. Grow Your Talent)

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Would be good to know visitors from other office - when they are coming to our offices in SEA. 

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Would be good to know visitors from other office - when they are coming to our offices in SEA. 

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Please do continue to explain the "why" why certain decisions are made would be helpful

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Information gets to us too late and we have to pivot to action at times, no time for a proper handover ( team members leaving etc. )

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Please change the pantry bar stools. I think everyone knows who this is :) 

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Please change the pantry bar stools. I think everyone knows who this is :) 

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Better equipment (e.g. laptops/mice/monitors) especially for deliveries

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Better equipment (e.g. laptops/mice/monitors) especially for deliveries

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Not so much for the office, but external facing. This might come across as not very premium to the client if our equipment is not in great condition. At least keep it in good condition and cleaned up before using (this is just the bare minimum)

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Realistic expectation setting for personal development

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Realistic expectation setting for personal development

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E.g., we do not have a repository of updated Future Trends/States for future storming (not as well catalogued in GlobalX), and when we reach out to global offices, some teams might be more restrained in sharing info

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Does equitable means capacity/ utilization?

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More opportunity for office bonding activity

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More opportunity for office bonding activity

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Nicer office with proper pantry place for ppl to eat and interact

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Nicer office with proper pantry place for ppl to eat and interact

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More Productive Space for Development Work in Singapore Office

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More Productive Space for Development Work in Singapore Office

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Have a dedicated 'Quiet' or 'Focus' area apart from the hot-desking area for Focus work - can be quite distracting in the main space when needing to Focus (and not taking up the call booths)

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Workspace set up that's better than home set up to get people to come back to work at the office

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Workspace set up that's better than home set up to get people to come back to work at the office

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create a info board or a list of current event calendar  

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create a info board or a list of current event calendar  

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this could help me understand what is happening and probably can use the approach that they use for my approah to my client

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1) Ask people from other offices their best practices/lessons?
2) How will we bridge the time zone gap/make things workable for everyone for best productivity?

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for employees to start personalising their desks, have greater sense of belonging at the office

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Increased team interaction outside of projects

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Increased team interaction outside of projects

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Back to office day every Wednesday/Tuesday?

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1) who gets to decide who works on global projects? ( related to equitable)
2) what are some of the metrics/ factors that impact this?
3) what is the end goal here?

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It would be great if we can change the narratives to not only look at promotion vertically, but also moving horizontally

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Might be not the right place. (Last minute work)

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Might be not the right place. (Last minute work)

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Could we do something about this? I know this is totally unavoidable but can we as a team ensure everyone is thinking about each other during work? Everyone is busy and have a lot of on their plate (for sure), but passing off work to someone at the very last minute seems unprofessional. Let alone if it was pass to someone who is a supporting role. (They might not speak up or they're new)

For context: It does not happen all the time but I personally see this around and it just pains me to not be in a position to help.

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Cross-Exchange Colleagues program? As a reward? 

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Cross-Exchange Colleagues program? As a reward? 

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Just something to think about. This could be a reward for doing great work? A Colleague could work at a nearby office? Sounds like a swell idea. We could swap colleagues?

I remember philios did say cross collaboration should be a thing.

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Could be a big ask but having a decent budget for equipments for everyone to cater to their work needs would be good. Some want to look good on camera whilst some want to ensure they sound good on their laptop. idk how feasible for people to even have their own chairs or desk? but its worth putting it out there to welcome people back in the office.

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Since our aircon is centralized, Could we consider getting a good Air purifier in the office? Thank you, very nice :)