Personnel reorganization project

The need emerged to redefine some sectors of the organizational structure, in particular the "Personnel, Administration, Finance and Control and Workshop" area in order to make them more efficient and functional to corporate objectives


An international LPT operator requested an analysis of the Italian public transport market in order to acquire an Italian operator.

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Mapping of the workloads of the facility staff

The methodological approach of Basco&T Consulting for carrying out this phase of the project has foreseen the analysis of the professional profiles and career paths of the single structure employees.

The definition of this mapping was reached through interview scarried out to those directly concerned who answered questions which, with reference to the single individual positions, concerned the issues of knowledge, experience and professional skills, in relation to the job performed; as well as more specifically targeted questions on the individual activities actually carried out.

In particular with reference to knowledge, the knowledge necessary to carry out the work activities was investigated (regulatory, technological and organisational) with reference to experience, the service history of employees was studied, while the analysis of capabilities pertains to the employee's predisposition to achieve objectives.

This phase required the design of a questionnaire and the conduct of employee interviews.  

The elaboration of the answers has allowed to obtain an analytical picture of the skills of employees, necessary to define a reorganization strategy for the area itself and to draw up a mapping of workloads.

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Definition of the optimal organizational structure of the structure staff

At this stage they were defined the areas of competence and the strategic objectives of the individual micro-areas which make up the current organizational structure as well as the area performance standards required for an optimal service.

We then proceeded to define the expected objectives, the tasks and activities required by the roles of the various professional figures that make up the various areas and consequently the definition of an objective function chart with the definition of the "correct" allocation of resources and workloads.

Subsequently, a comparison was made between the available human resources and the tasks actually performed with the previously identified performance and standards, thus arriving at the overall assessment of the performance of the individual employees in relation to the expected corporate objectives.

This phase involved:

  1. the definition of the various activities of competence of the single areas and of the expected objectives as well as the required performance standards;
  2. the analysis of the skills required to adequately carry out the role;
  3. the definition of the objective function chart;;
  4. the identification of any organizational deficits;
  5. the assessment of the state of "saturation" of resources
  6. the dentification of the necessary professional figures;
  7. the evaluation of make or buythe opportunity to outsource/re-internalise some activities and the relative use of resources was verified;
  8. the definition of proper allocation of resources.

As for the workshop sector:

For the maintenance personnel, the procedure was carried out through interviews with the foremen of the workshop.

The following analyzes were then carried out:

  • Analysis of current maintenance performance for each maintenance "center" (Performance indexes): e.g. No. of machine stops by type (in line, scheduled maintenance, corrective maintenance); type of recurring faults; unavailability indices of the vehicles (No. of hours of machine downtime) etc.;

  • Analysis of efficiency indices in the use of workshop personnel: e.g. No. of vehicles per worker; workshop staff employment saturation index (ratio of contractual hours/working hours - monthly average); analysis of processing time variance between actual and planned by type of processing, etc.;

  • Analysis of current maintenance procedures and the authorization process;

  • Methods of reporting the activities carried out by the workshop staff

  • Roles and responsibilities of the workshop staff

  • Distribution of workshop vehicles;

  • Analysis of outsourced activitiese;

  • Comparison of work shift distribution with availability of vehicles and service requirements.

For the structural personnel of the workshop, the analysis was articulated on the basis of the phases already represented for the mapping of the workloads of the personnel of the areas indicated in the introduction.

The results

Basco&T assisted the operator in identifying the organizational deficits present in his own structure and proposed a function chart that works effectively and efficiently.


Identify any organizational deficits

Thanks to the definition of the various activities of competence of the individual areas and of the expected objectives as well as the required performance standards.


Defined the objective function chart

Identify the necessary professionals.


Evaluation of make or buy

We will proceed to verify the opportunity to outsource/re-internalise some activities and the related use of resources.