Life & Pensions | The Netherlands.
Specialist Project Teams. Knowledge Transfer and Upskilling in Life & Pensions Platforms.
Problem Faced.
An insurance company based in The Netherlands encountered challenges with their vendor's approach to project work. External personnel would arrive, complete the job, and then go, leaving no residual knowledge or lasting benefit.
Without gaining any intelligence or experience from the work done, internal teams were not being upskilled, and the knowledge wasn’t retained after the project finished.
Without gaining any intelligence or experience from the work done, internal teams were not being upskilled, and the knowledge wasn’t retained after the project finished.
Solution Provided.
We deployed a team that would complete the required project work and focus on upskilling. The professionals deployed actively worked with the client’s permanent staff, teaching them how to do things more efficiently and effectively, ensuring knowledge and skills would remain within the company long after the work was done.
The deployed team was involved in multiple projects over the course of 6–7 years, spanning 2–3 different installations. As each project completed, teams were moved to new ones, ensuring continuity and leveraging core competencies across different phases.
The focus on succession planning and knowledge transfer ensured that the client was left with skilled, knowledgeable internal staff who could carry forward the improvements and systems implemented during the projects.
The deployed team was involved in multiple projects over the course of 6–7 years, spanning 2–3 different installations. As each project completed, teams were moved to new ones, ensuring continuity and leveraging core competencies across different phases.
The focus on succession planning and knowledge transfer ensured that the client was left with skilled, knowledgeable internal staff who could carry forward the improvements and systems implemented during the projects.
PiC’s collegial approach of knowledge transfer and the development of our internal teams has been fundamental to our continued success and longevity. The mutually beneficial arrangement has made us view PiC as a key partner, allowing us to transition away from relying on external vendors.
Outcome.
Our long-term involvement in the client’s projects helped significantly improve their internal competency and build a strong foundation for future success. The client was able to retain knowledge within their organisation, ensuring that the lessons learned during the projects stayed within their teams rather than leaving with the external personnel.
The flexibility of our approach, where team members were moved across projects as needed, allowed the client to consistently benefit from expert resources. This also created a collegial atmosphere, with internal staff working alongside our team, learning directly from them.
Over 6–7 years, our commitment to upskilling and knowledge transfer provided the client with sustainable value. The internal teams were empowered to take on more responsibility, and PiC’s team played an essential role in setting them up for future success.
The flexibility of our approach, where team members were moved across projects as needed, allowed the client to consistently benefit from expert resources. This also created a collegial atmosphere, with internal staff working alongside our team, learning directly from them.
Over 6–7 years, our commitment to upskilling and knowledge transfer provided the client with sustainable value. The internal teams were empowered to take on more responsibility, and PiC’s team played an essential role in setting them up for future success.
Delivered by.
Joe Marshall
Joe joined PiC in Australia in the mid 1980s, and has been based in London since 1993. He has been involved in the recruitment and placement of Contract and Permanent personnel between Australasia, UK and Europe ever since. When not at PiC, Joe spends his time between London and The Lake District.