Lately, I have been asked quite a few times about resource management and how to design the "perfect" organizational chart for an SMM.
Many different global organizational structures exist for a strategic meetings management program. The organizational structure may differ in each organization and is designed using the answers to these questions:
1. What are the expectations that you have for your resource management model?
2. What is in-scope vs. out of scope? (e.g. is the sourcing organization part of Meetings or Procurement? Is technology development in Meetings or IT? Is reporting part of Meetings or a Data Analysis group? Is Payment part of Meetings or Finance?, etc.) Define the scope of services.
3. To what extent do the resources integrate with other teams (e.g. procurement, travel, finance, etc.?)
4. Who currently provides the various services required in the end-to-end meeting/event process (as described below)?
5. What are the problems, where are they occurring in the organization? Why are they occurring? What are the root causes?
6. How do you currently keep those resources trained and up-to-date on current processes, best practices and technologies?
7. To whom do the resources report to?
8. What are the changes in the strategy or process and what does it require from the organization structure?
9. Do you have the required skillsets to fulfill the needs of a strategic meetings management program?
10. What type of career path do your resources have within your organization?
11. How are your resources funded?
12. How is the strategic meetings management program funded?
13. Is your meeting/event volume steady throughout the year or do you have periods of high and low volumes? How do you expand and reduce your resources accordingly?
14. How easily could the organization design accommodate major changes that may occur in the foreseeable future? (what if you add more products, services or companies?)
15. How likely is your organization to hire resources that fulfill services outside of their normal scope of business (e.g. if your organization is in the business of pharmaceuticals, does it make sense to hire professional meeting planners)?
16. Do the resources need to be centralized in one organization or close to the internal client? Are there any groups who will operate more effectively and efficiently if organized in separate, dedicated teams? Define shared services opportunities and client-owned activities.
17. Has the process been designed so that the resources can then be organized? What are the interrelationships? Map out the process in each territory because the strategy and process will affect the organizational design.
18. What is the desired span of control? For example, is a flat, low cost organizational structure common in your environment or is it more hierarchical?
19. What level of engagement do you have from your HR and Organizational Development team? They are experts in creating organizational design structures or bring on a SMM consultant who is skilled in organizational design.
20. How significant is the transition from the current state to the future state?
The key tasks include:
- map out the desirable SMM process,
- create a RACSI* chart
- develop and evaluate conceptual organizational designs,
- create a plus/delta chart
- select and build financials of the recommended organizational design
- develop interim structures as necessary
- obtain formal approval for the detailed to-be organization
- implement the new organization (may be a phased approach)
- use prudent change management activities throughout the process
Begin to design the right resource model using the table below:
|
Resource Management |
|||
|
Activity |
Insource |
Outsource |
Hybrid |
|
Strategic Meetings Management Program governance |
|
|
|
|
Relationship Manager to identify and forecast meetings/events by liaising with business leaders |
|
|
|
|
Project Management of designing meeting content and delivery methods |
|
|
|
|
Project Management of meeting sourcing, planning, onsite implementation |
|
|
|
|
Meeting registration and approval |
|
|
|
|
Site selection and sourcing |
|
|
|
|
Contracting |
|
|
|
|
Planning |
|
|
|
|
Attendee Management |
|
|
|
|
Meeting management technology oversight |
|
|
|
|
Website development |
|
|
|
|
Creative Services |
|
|
|
|
Group Travel Administrator/Coordinator that oversees the Travel Management Company for meetings/events |
|
|
|
|
Onsite staffing (planners and hostesses) |
|
|
|
|
Meeting Accountants (budget, invoices, dispute management, reconciliation) |
|
|
|
|
Value Added Tax (VAT) Reclaim |
|
|
|
|
Data Intelligence Administrator (create reports) |
|
|
|
|
Data Intelligence Analyst (analyze reports) |
|
|
|
The Pros and Cons:
|
Resource Model |
Pros |
Cons |
|
Insourcing
|
Organizational cultural knowledge Cost effective without management fees; often will work overtime without incurring additional costs Assigned to non-meeting related projects and tasks to gain deeper understanding of business Tenured and credentialed with organization Relationship strength within the organization Understand and align with organization’s policies and controls Have access to internal systems, technologies and computers Organization has ability to pay for performance and ensure that the resource receives the pay May adapt to changing meeting requirements quickly; often knows about internal changes to business requirements If the team has been trained on virtual meetings, may offer a choice between face-to-face or virtual alternatives whereas many meeting management companies have not yet offered these alternatives |
Economy of scale not easily adaptable without using independent consultants or third party companies during peak periods of business
Resources tend to lose creativity and awareness of meetings industry advancements May not be cost effective if third party or independents are less costly and only used when needed Training costs may be high Resource reduction may be difficult Resources may not have a career path to management opportunities |
|
Outsourcing |
Outsourcing Meetings and Events See May 22, 2010 T&E Plus Article titled "Outsourcing Meetings and Events"
|
Resource consistency may be challenging unless agreed to in the contract; may be high turnover May have challenges allowing access to all of the organizations technologies and systems May have to sign long term agreement and agree to pay for a pre-determined number of resources; often, these unused resources cannot be redeployed to other business activities, projects and initiatives when meeting volume is reduced Organization lacks control over resources Organization must use service level agreements and other supplier management techniques to ensure success Organizational stakeholders may not agree with the outsourced model |
|
Hybrid |
Leverage the best resources from both the insourced and outsourced model Heightened sense of accountability from both insourced and outsourced resources Increases strategic meetings management progression and use of industry best practices Improve efficiency without loss of internal knowledge and control |
May be confusing to the organization, the meeting sponsors and the resources involved Managing the data intelligence metrics and reports may be challenging unless all resources are using the same process and end-to-end technology system(s) |
*RASCI Chart Example
If you have any questions or need assistance with anything mentioned above, please contact me.
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...
Debi Scholar, GLP, CMM, CMP, CTE, CTT, Six Sigma Green Belt
- Meetings Management Mover and Shaker as selected by Corporate and Incentive Travel Magazine (2010)
- Top 20 Changemaker who influenced the meetings management industry by Corporate Meetings and Incentives (2008)
- Best Meeting Practitioner as selected by Business Travel News (2007)
The Scholar Consulting Group LLC
[email protected]
908-304-4954
Debi has the following designations:
- Wharton Aresty Executive Education/National Business Travel Association (NBTA) Global Leadership Professional (GLP)
- Meeting Professionals International Certificate in Meetings Management (CMM)
- Convention Industry Council Certified Meeting Professional (CMP)
- NBTA Corporate Travel Expert (CTE)
- Six Sigma Green Belt
- Chauncey Certified Technical Trainer (CTT)
Follow me on Twitter ...http://www.twitter.com/debischolar and on LinkedIN at http://www.linkedin.com/in/dscholar
Comments