This is an informal, two-day session consisting of in-person interviews of current staff and discussions regarding marketing direction and budget overview, short and long term goals, purpose and expectations and responsibilities. We will gather a better understanding of what responsibilities are causing an unnecessary drain on your marketing budget. Prior to the Diagnostic phase, a brief questionnaire will be distributed that will identify the motivating factors or stressors behind the decision to expand your current department.
This is a written report that will identify the recommended growth strategies to build your in-house department. This document will outline the expected costs associated with the department’s new responsibilities and cost for each employee that will be added to the department including salary (recommendation), benefits, hardware, software, training and additional resources. One important aspect that will be identified in this phase is the change needed in the role of the current Marketing Director. This item is often over-looked, but it is extremely important in maintaining effective use of the Director’s time.
This might seem like an unnecessary step, but it is absolutely critical in order to gain the initial RESPECT and support of the entire organization. The respect that your department has, and then continues to earn, is essential in recruiting, hiring and maintaining the qualified staff that you will need to do your job long into the future. If the department is seen as “second-class” from within the organization or by outside agencies/vendors, you will have a difficult time maintaining the department in terms of staffing, resources and quality of work.
Once you have decided which specific tasks will be taken in-house, a formal job description will be created outlining the job responsibilities, expectations, salary, benefits, etc. for each position. An organizational chart will be created identifying the work execution/approval process. Project management procedures will be developed and implemented ensuring tasks are completed on time meeting all requirements.
This phase will detail what current agency responsibilities will shift to the in-house department. It will also include a beginning date for the shift and how the transfer will take place. By organizing the shift of responsibilities into phases, the agency will be prepared to make necessary changes on their end as well as understand their future responsibilities. This phase will also detail what new expectations will be given to the agency and how they will be compensated for these additional responsibilities.
This phase will document how new employees will be recruited, interviewed and hired. We will be available to assist in the interview process as much as required (on-site, if needed.) We recommend using a specific personality profile for some positions in which a certain profile tends to excel (copywriting, production artist, etc.).
Based on what responsibilities are brought in-house, we will make recommendations in regards to software and processes for workflow management. This will ensure that everyone on the team understands when projects are due and what the expectations are for all jobs being managed in-house. We will also look at how agency projects are managed internally.
We will recommend a particular employee review process that will encourage constant communication from staff members as well as ongoing career path management. This will include a 90-day review of initial employment as well as monthly status updates so that an annual review is not seen as a surprise, but simply a formality.
There might be additional challenges that present themselves during the department’s growth process. We’ll address these on a project-by-project basis and determine an adequate timeline and fee when tackling these issues.