In today’s challenging marketplace for talent, Total Technology's superior record of employee retention has been a cornerstone of our success. Over the past five years, our employee turnover rate has remained below three percent in the aggregate. Our generous benefits package, as described in our Compensation Plan, provides a strong incentive that keeps turnover low. Our excellent managers also inspire employee loyalty. Our philosophy is based on taking care of our employees so they can concentrate on pleasing the client. We provide our employees with all the tools, support, equipment, and training they need to support our customers’ needs.
Should the need to replace an employee arise, it is our commitment to seek out another candidate who is equally or better suited to the needs of the program and the client. While the quality of a candidate’s resume is a very important consideration, we believe the candidate must also work compatibly with the client and other project team staff. We consider it a priority to find that “right fit.” These methods have been the basis for our low turnover rate, as well as a legacy of satisfied clients.
Before we replace a team member, we investigate candidates’ backgrounds and validate their resumes with regard to experience and education. We contact all schools listed on a resume to verify degrees awarded and retain copies of verification letters in personnel files. We conduct a rapid, but rigorous, interviewing process before making a recommendation to the client whom the change will affect. Any new team member will be trained using our established training procedures to ensure that the quality of work remains consistent. Our clients can rest assured that our staff will complete all tasks to their satisfaction.
RESPONSIVENESS TO AND COOPERATION WITH CLIENTS
Our Project Leader is actively and intimately involved with our project personnel and their daily operations in order to be fully knowledgeable about potential client needs. We practice the principle of “involved management” so that clients can easily come to the Project Leader as the primary contact for questions or concerns. Our management and support staff practice full and open communication between each other and with the client. Communication is available on a 24-hour basis and can occur as the client deems appropriate—whether face-to-face, or by e-mail, telephone or a combination of all modes. We are prepared to take any and all steps that will increase project effectiveness and program success, making sure that those steps are tailored to best accommodate the client’s needs. The success of the Navy’s Seaport-e Program is our primary concern.
Our goal is to be fully responsive at all levels and provide value-added client support. Our clients have complete and immediate access to our Project Leader as well as to executive management. In addition to their daily project participation, our Project Leader and personnel conduct informal weekly and formal monthly in-process reviews. These regular reviews serve as a continuous assessment of the entire process and help us find ways to constantly and systematically improve our ability to deliver quality services on time and within budget. Their purpose is to evaluate performance toward task completion, planned costs versus actual expenditures, earned value management (EVM), and actual accomplishments versus planned milestones, as well as to discuss and resolve any issues or problems.
OUR EARLY PROBLEM IDENTIFICATION AND RESOLUTION PROCESS REFLECTS OUR TOTAL QUALITY APPROACH TO PROBLEM SOLVING AND ENSURES CONTINUOUS, SYSTEMIC IMPROVEMENTS IN OUR PROCEDURES. WE HAVE SIGNIFICANT EXPERIENCE WITH TASK ORDER CONTRACTS, AND OUR RESOLUTION PROCESS WAS DEVELOPED WITH THEM IN MIND. WE TRACK EACH TASK ORDER AS A SEPARATE “MINI” CONTRACT AND PERFORM EVM, PLAN OF ACTION AND MILESTONES (POA&M) AND WORK BREAKDOWN STRUCTURE (WBS) TRACKING FOR EACH TASK ORDER AND ANY SUBTASKS WITHIN THE TASK ORDER. WE ARE QUICK TO RECOGNIZE AND RESOLVE ANY PROBLEMS WE MAY ENCOUNTER.
We measure the progress of each task order using the POA&M and WBS developed by our Project Leader and approved by government personnel. The first step of our team’s problem-solving technique is simply talking to and listening to both our employees and our clients on a regular basis. The best way to stop a potential problem before it starts is to keep all involved parties included in regular communication and aware of what is going on with a project. The Project Leader conducts monthly program status reviews with project personnel to identify problems. Other methods we use in the resolution process include flow charting, brainstorming, cause/effect analysis, data collection, and economic analysis.
If a problem is identified, the Project Leader and the project personnel work together to identify the best solution using the following procedure:
- Analyze the problem and isolate the root causes.
- Identify all potential solutions.
- Discuss proposed solutions with the government task manager.
- Select the proper, most cost-effective solution.
- Implement, track and report.
As soon as the root of the problem is identified and quantified, we immediately determine and implement corrective actions to eliminate it. Total Technology promotes employee creativity and initiative in solving problems, while simultaneously stressing teamwork. We support our employees in their efforts by encouraging them to bring their ideas, suggestions, questions or concerns to the Project Leader for action or feedback. Once we begin to implement a solution, the Project Leader and project personnel meet weekly to ensure that the situation is improving and that the selected corrective action is resolving the problem. This standardized review process has proved highly successful in preventing cost, schedule and technical performance problems on other government contracts and task orders.