CogNet’s process focus really comes from my personal experience of being in the HR services business and honestly just not having it. When you are a mid to small market player you don’t have the time, the money or the headcount to have a full time process person, so you look at your business and you look for costs and for improvement, but you haven’t measured it and you haven’t documented it. The bottom line of process improvement is you don’t know what you don’t know. If you can’t measure it, if you can’t look at it and feel it in a linear process on paper, then you don’t have the opportunity to really examine cost or figure out what the productivity in your business is today.
We try and process with the customers to just boil it down to the simple. Obviously, it’s very easy just to report a bunch of numbers to you and tell you how good we are, but we try to make it impactful to the business and report on what we sat down and agreed we would deliver originally.
Let me give you an example. We will typically just come back with units:
These are very simple measures. Once you have units and costs, you can divide them by each other and arrive at the bottom line. We sat down and we said we would save you so much money and are we doing that and are we delivering that? Without documenting process you really can’t have that conversation.
The end product of that is a governance process. So once a quarter we sit down with you and review those numbers and make sure that we are continuing to deliver – that productivity is going up and cost is going down.