We’ve said before that when we’re in, we’re all in. Even when the original dream team we assembled decides to try greener pastures. And trust us, it will happen. Without a teaming partner in lockstep with you, and a maintenance plan to keep performance on point, you’ll soon find your contract on shaky ground.
Resignations happen. No matter how rigorous the screening process or how perfect the fit, people will eventually move out and move on. At Infrastructure Resources, it’s a challenge we’re well prepared for, long before you receive their two-week notice. Our process and methodologies take the headache out of backfilling vacancies, and make sure the replacements are up and running far faster than the six-to-eight week industry average. We make this our priority for two primary reasons: Dollars and Perception.
We understand the significance of what is lost in long recruiting windows. Every day that a chair sits empty on your client’s site equates to dollars lost. These lost hours and dollars result in a worst-case scenario; no opportunity to earn what has already been awarded.
Here, timely and effective backfilling is paramount. Without it, you’re on a surefire path to leave money on the table. Sure you’ll find ways to meet contract requirements, but you’ll surely endure the consequences that go with it. Enter perception.
Empty chairs also matter. In fact, it’s your empty chairs that can potentially create a negative client perception. When you consider the cost of selling to the same person next time, it’s a triple whammy. Underbid and you’re accused of running a shell game. Overbid and you get a reputation for exaggerating. Neither outcome will do much to enhance your book of business. For this reason, we’ve developed metrics to help you measure the impact of empty chairs.
We believe the delivery manager and sales team need to know the project burn rate at every stage of the contract – not just at the end of the year when there is nothing to be done about it. Regardless of where the disconnect took place, it’s you who has to admit mismanagement of funds entrusted to you. It’s you who has to address the fact that you didn’t perform like you said you would. And should the under-burn be severe enough, it’s you who ends up having to beg for more money.
For us, it’s standard operating protocol to communicate constantly and proactively where we are on hours expended relative to the purchase order provided. With a true teaming partner, you can start the process on solid footing, with a clean estimate and a clear plan to deliver. You can also have the confidence of knowing you’ll avoid the contractual death knell of delays, and you’ll be keeping your reputation intact.
It’s a win-win-win.