An outsourcing company in Bulgaria developing and maintaining software products with main customer ASML, the largest supplier in the world of photolithography systems for the semiconductor industry. In 2017 the company had about 150 employees, software developers and integrators.
During the fast growth of the company, some customers experienced variation in the delivery timing. The company was proud of its approach of forming and building teams. This is why the customers’ management challenged the staffing approach and requested an overview on the team formation process.
The successful practice was formalized. The maturity of the process rose from Intuitive to Quantitatively Managed. Thus the customers acknowledged that the phenomenon was a temporal variation in the quality of the service.
The company management had to agree on the seniority scale. Furthermore it had to ensure time for the evaluation of the seniority level of each employee assigned to the customer’s portfolio.
- The seniority scale and the methodology to form the team seniority were defined.
- The management evaluated the level of experience of each employee assigned to the customer’s portfolio.
- The team seniority was calculated according to the defined methodology.
- The cases where seniority was too low or too high were identified as risky and were put on special supervision.
- A presentation was prepared on portfolio level.
The report confirmed the successful approach of the company’s team management. Furthermore it allowed the company to easily control the seniority level of their teams and to manage the risky cases.