roundtable


down to 26 or 27. “To a certain extent, it’s experienced grey hair that we need to ensure that we retain.


“However, I am a very strong believer in inclusion in its widest definition. Even in a graduate intake, someone who has been somewhere first, industry or the armed forces perhaps, can create a really different dynamic in a joining group.”


Nicholson and Wrankmore also supported diversity of staff and experience in an organisation. Atkins noted that long-serving staff provided company stability.


Garwood said language skills were important within his staff, since they could enhance a passenger’s experience by conversing in their native tongue.


Former armed services recruits performed well when interacting with the public, noted Fawcett.


Dalloz and Garwood highlighted that people with positive attitudes could be more easily taught the correct operational skills.


How disruptive is today’s technology?


Nicholson suggested personnel re-training and redeployment would become a major future challenge as automated, robotic and artificial intelligence (AI) technology changed traditional working processes.


Atkins: “We embrace technology to remain competitive but that doesn’t mean we employ less people. Technology makes us more efficient and our turnover-per-head KPI is now approaching £85,000-£90,000 per worker.


Jeffers exampled a client currently spending out on manufacturing technology, but not seeking to shed staff. “Ultimately, they’ll deliver a better customer service and that’s what today’s technology is all about.”


Munro and Smith felt AI and automatic technologies would increasingly occupy professional services areas such as compliance processes. This would re-focus the service agenda on strategic and advisory added value.


KPMG was already working with IBM on greater technology usage, said Smith. “That will change our profile and our skill requirement. We’ll need more people to analyse and evaluate data; to widen their discussions and give more advice on relevant business issues.”


Garwood felt managing potential disruption within the customer experience was key. “People still like talking to someone.” Increasing automatic technology was inevitable, but he wouldn’t be a market leader in its adoption.


Jeffers echoed Wrankmore’s view: “As a company we automate the data traffic


management behind enterprise applications. We’re seeing phenomenal growth in data and application management; commercially that’s good for the IT industry as a whole.”


Service comes with a human smile


Salanson emphasised that customer service in hospitality is all about staff and their appropriate attitudes and actions. “We are always in the public eye, under more scrutiny from discerning diners. But, it’s not just about food. Our team makes the difference. They forge our reputation.”


Fawcett: “Like the hospitality sector, we will always need people at our business sharp end.” But, technology-led headcount reductions might become a future problem for society in general.


With ongoing 24/7 social media critiquing, the people factor was crucial for most businesses.


Managing the customer experience and adopting beneficial behaviours was key, agreed Dalloz: “We used to have a mantra: ‘Do a bad job, a customer will tell 8 people’. Now with social media it’s 800.”


Exceeding customer expectations was also important, noted Wrankmore.


One service standard doesn’t fit every customer, agreed Dalloz.


What challenges keep you awake at night?


Munro: “How to focus time and talent on the important things.” Appropriate delegation and use of new technology in driving client added-value.


Jeffers: “Ensuring staff always deliver the service we are famous for, and that clients constantly engage strategically with us, because IT sector changes are happening at a pace.”


Atkins: “Making sure we are satisfying customer needs; doing enough to keep our growing workforce busy.”


Donohue: “How to embrace disruptive technology and its related people issues.”


Dalloz: “We innovate well, but are we able to identify the next big thing?”


Salanson: “Controlling our fast growth while maintaining our performance standards”


Nicholson: “Managing today’s ‘always ON’ worklife integration. Using technology to our advantage while remembering that ‘people do business with people’.”


Garwood: “Threats outside our control. Continuing to meet and improve on our customers’ high expectations.”


Smith: “Getting our people – our only true asset – to focus on great client service, because that drives our growth.”


THE BUSINESS MAGAZINE – SOLENT & SOUTH COAST – MAY/JUNE 2017 David Murray businessmag.co.uk 27 Mike Dalloz Dave Fawcett


Fawcett: “Those dilemmas between price and quality; being market competitive while part of the wider community; maintaining productivity and our company culture.”


Wrankmore: “Having the right people to keep us ahead of the curve, supporting our customers’ business growth.”


John Atkins


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