We act as guides or advisors to our clients, developing strategic and stable projects and services in the following areas:
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Our experience in competency development and management skills training enables us to address learning needs in areas such as Teamwork, Communication and Negotiation, or in more specific aspects such as Conducting Meetings.
Arza & Legazpi designs and delivers in-company training using a method that is more practical than theoretical, combining classroom work with outdoor training, as well as some e-learning components.
We endeavour to reveal the talent within people working for organisations, and we identify the potential for firms’ human capital growth and development.
To do that, we use ad hoc methods based on Assessment and Development Centre techniques, management audits and focused interviews. We also incorporate the results of people’s performance into this diagnostic process. The resulting data is useful for identifying training and development needs, or for taking promotion decisions.
We know that helping people with improvable performance to enhance their skills and competencies is important, but so too is exploiting the potential of the most outstanding employees.
Linked to Career Planning, we design pathways for future directors to grow and learn, which include coaching processes or job rotation proposals. Specific treatment in terms of remuneration, retention and training is also addressed.
Thousands of hours are spent on technical and academic training, but very few are spent on management development.
Nobody knows where the Faculty of Leadership is, but here at Arza & Legazpi, we develop programmes to improve the delegation, participation and management skills of people, of directors and managers. The programmes may include 360°-feedback processes and be followed by training and development processes.
Personal and professional growth has always needed the push of counsellors who are able to facilitate reflection, self-awareness and the development of people’s potential.
Arza & Legazpi has a team of experts in individual coaching who collaborate with us. They can integrate this practice into general development projects.
In new, growing organisations, and also in firms who want to modify their structures, devising an organisation chart is just the beginning of a process of building a new reality.
We consider approaches for functional, divisional, networked or process-based organisational structures. We strive to understand the organisational strategy and to provide the firm with a flexible structural body that is conducive to achieving the company’s milestones. We are increasingly convinced of the benefits of cross-cutting, horizontal organisations where the value-adding processes are above hierarchies.
Organisations need to have in-depth knowledge of their value chain, and to optimally organise their resources accordingly.
We analyse the strategic and support processes, and propose changing, implementing or eliminating activities depending on their contribution to the value chain.
We apply systems to assess a job from a basic job description: we measure its importance, and we give it a score or value that will enable it to be compared to the majority of systems in the market.
On completion of the assessment process, we also address the professional classification and the assignment of levels for the holders of each post. By doing so, we link the place and person to compensation policies.
If pay is a scarce resource, then its management must be governed by criteria of not only internal fairness and external competitiveness, but also by return on investment and value added.
We diagnose the status of pay practices in firms, and we intervene by defining specific bands and positions for groups and individuals. We help firms interpret pay studies and available information on salaries appropriately, and we link it to talent attraction and retention aspects.
We propose performance-linked incentive and variable pay systems, and strive to ensure that the firm’s remunerative efforts reach workers in the most effective way possible.
Measuring people’s and teams’ performance is the starting point for improving it. We help organisations establish, weight and measure indicators and objectives from the perspective of Management by Objectives and the Balanced Scorecard. And we link this process to variable pay mechanisms.
We should not forget that, to improve “What do I accomplish?”, we have to address “How do I do it?” We define competency profiles, dictionaries and questionnaires to measure attitudes, conducts and behaviours, and, in particular, to improve them. Our aim is to get every manager to work as a coach for all of their co-workers, offering them feedback and helping them to come up with their own development plans.
Talented people need routes and ways to flow freely within organisations.
Once people’s potential has been identified, we then need to establish professional pathways, defining where they are and where they want to be, as well as the connections between positions, in order to foster internal rotation. We believe that the greater the internal, planned and desired rotation, the lesser the external rotation.
We can help our clients with this too, and particularly family firms with their succession planning.
Methods, techniques and systems are neither good nor bad, but are instead suited or not suited to the objective pursued and to the organisational juncture. We want to be by your side when you have to take decisions on implementing Human Resources practices or systems, and on the best way of doing so.
We help our clients think about, anticipate and plan potential scenarios stemming from the implementation, management and development of people management systems. We become assistants to the person or people in charge of the Human Resources Department.
To meet the demands of the business environment and of client expectations, Human Resources Departments must optimally use the available resources and have effective processes in place.
We analyse and diagnose organisations’ people management systems, processes and practices. We do not limit ourselves to a simple evaluation exercise, but instead provide proposals based on market best practices, and we implement them by adapting them to our clients’ circumstances.
Teamwork is not optional. Today’s organisations need to consider not only an “intra-team” perspective, but also an “inter-team” perspective: learning to perceive members of other teams as partners, as internal clients or as part of the same value-added chain, but never as rivals. Such work cannot be disassociated from the perspective of processes or of cross-cutting organisations.
It is sometimes the Management Committee that needs greater cohesion. In such cases, we create work and collaboration dynamics that include process intervention as well as personal and group dynamic change mechanisms.
Firm buy-out, merger and acquisition processes usually create problems associated with identity and the incorporation of organisational values.
In a new company resulting from the merger of others, the creation of a new culture always comes after the consolidation of results or the design of the shared logo. The previous cultures usually put up resistance to change and do not disappear easily: here at Arza & Legazpi, we help you define new values while not forgetting to make the most of the positive elements of each and every one of the previous identities.
This organisational culture analysis is always incorporated into every one of our intervention proposals: we cannot consider careers, pay or management development if we are unaware of firms’ cultural identities.
Gauging the pulse of an organisation is a useful exercise for learning about its needs. A properly designed organisational climate survey, which uses qualitative and quantitative methods, is able to identify latent or obscure organisational problems.
We design ad hoc surveys, but we also have a range of standard tools to enable benchmarking against or comparison to other organisations. We define the items and dimensions or factors to be evaluated, but above all, we interpret the data and help to create climate improvement and action plans. We also use qualitative methods, such as focus groups and interviews, to make a full diagnosis.
What is our potential for attracting and retaining talent? How are communication and the transmission of information to my organisation structured?
We know that rumours and informal communications within a firm negatively affect the brand’s reputation and the ability to attract talent from outside the firm.
We help organisations implement healthier communication mechanisms that are multidirectional, open, respectful and participatory. We offer support for the management of participation committees, internal communication newsletters, employee portals, intranets and social media accounts, with a dual internal and external focus.