View
215
Download
2
Category
Preview:
Citation preview
IMPACT ANALYSIS OF SENIOR
EXPERTS IN NEPAL
Authors: Simon Linder Ågheim, Aline Rouvroy, Sung A Shin, Fernando Ovalle, DongKyun Ha
Coach: Roger Martin, M.A.
Consulting Project International
Market Research for Senior Expert Corps
and Senior Experten Service
Impact Analysis of Senior Experts in Nepal
Reference Title Page
Swisscontact logo. (No date). Retrieved May 15th, 2015 from
http://www.swisscontact.org/de/home.html
Senior Experten Service logo. (No date). Retrieved May 15th, 2015 from
http://www.ses-bonn.de
Frontispiece. (No date). Retrieved May 15th, 2015 from
http://lieyim.fr/BlogTDM/?cat=51
Preface II
Impact Analysis of Senior Experts in Nepal
Project Team / Authors
Simon Linder Ågheim
Aline Rouvroy
Sung A Shin
Fernando Ovalle
Dongkyun Ha
Companies:
Swisscontact, Zürich (Switzerland)
Elsbeth Horbaty, Project Manager of Senior Expert Corps
www.swisscontact.org
Senior Experten Service, Bonn (Germany)
Philipp Niermann, Deputy Head of International Department
www.ses-bonn.de
Coach / Tutor:
M.A, Roger Martin
Submission date:
June 8th, 2015
Preface III
Impact Analysis of Senior Experts in Nepal
Preface
This report is the result of a consulting project completed by five incoming students at
FHS, University of Applied Sciences, St Gallen, Switzerland, for Senior Expert Corps
(SEC) and Senior Experten Service (SES).
The main objectives of the project were to measure the outcome of Senior Experts’
assignments, which took place between 2013 and 2014 in Nepal, to collect feedback
from customers in regards to the collaboration process and to retrieve success stories.
Based on the findings, the team analysed similarities and differences between SEC
and SES, elaborated best practices and formulated suggestions for further
improvements.
Overall, this project was an enriching experience both professionally and personally.
We learned how to deal with real working issues, to communicate on a professional
level and to adapt to unpredictable situations (e.g. earthquake in Nepal). We have
gained in confidence, learned how to work in an international team and developed
cultural awareness.
We would like to thank our clients Mrs Elsbeth Horbaty and Mr Philipp Niermann for
giving us the opportunity to do this project and sharing with us their professional
experience. Moreover, we would like to communicate our thanks to Mrs Alexandra
Wick for conducting the clients’ interviews in Nepal, and Mr Neeraj Singhal and Mr
Harihar Subedi for managing the online survey and interviews’ organization with
clients on-site. We would also like to thank Mr Walter Zahnd for providing us with
precious information about Nepali business culture.
We are particularly thankful to our coach, Mr Roger Martin, for supporting and guiding
us during the entire project.
Our thoughts are with the people of Nepal during this difficult time, following the tragic
earthquake that occurred in Nepal on April 25th, 2015.
St. Gallen, May 15th, 2015 The team
Management Summary IV
Impact Analysis of Senior Experts in Nepal
Management Summary
Initial Position
Swisscontact is a foundation, established in 1959, which aims to improve living
conditions in developing countries. The Senior Expert Corps, founded in 1980 by
Swisscontact, is a project implementing short-term assignments with Senior Experts in
developing countries and Eastern Europe to contribute with practical support to small
and medium enterprises (SMEs), and other institutions and therefore to a sustainable
development.
Senior Experten Service is a non-profit organization, established in 1983 by the
Association of Chambers of Industry and Commerce (DIHT), which aims to support
societal, economic and social development in order to raise living standards in
developing countries, emerging markets and, since 1990, also in Germany.
SEC and SES are interested in measuring the outcome of the Senior Experts’
assignments they conducted in Nepal between 2013 and 2014.
Goals
1. The impact of Senior Experts’ assignments on clients of SEC and SES in Nepal
is evaluated.
2. Most significant change for customers due to an assignment has been
established and possible success stories of Senior Experts’ assignments (SEC
and SES) in Nepal are collected.
3. Comparisons between SEC and SES assignments in Nepal are made.
Differences and similarities between the results of both organizations are made
visible. Suggestions for improvements or further development are drawn from
the comparisons between SEC and SES.
4. Based on the received inputs, possible best practices and suggestions for
improvements or further development of the programs are proposed.
Management Summary V
Impact Analysis of Senior Experts in Nepal
Method
A multi-method procedure (triangulation method) for the collection of data was applied
to conduct the primary research.
This implies the utilization of a quantitative online survey and qualitative interviews
conducted on site in Nepal.
Quantitative survey
The team used an online questionnaire since it is the fastest method to obtain a valid
sample for statistical analysis and the easiest to use with clients. Indeed, thanks to the
online survey, participants could fill in the questionnaire whenever they wanted. On the
other hand, this method allowed the team to analyse the results at any time.
The questionnaire was written down in clear, basic English to guarantee the
comprehension of the questions by every interviewee.
Qualitative survey
An employee of SEC conducted 10 individual qualitative on-site interviews with
managers and employees. This decision was made to prevent any linguistic barriers
that a phone interview might have led to.
The interview guide was semi-structured and included a list of questions and topics
that needed to be covered during the conversation, following the Most Significant
Change” (MSC) methodology. This is a method used to collect stories of change,
review these stories within the organisational hierarchy and provide stakeholders with
regular feedback about the review process.
Management Summary VI
Impact Analysis of Senior Experts in Nepal
Results
Senior Expert Corps
Outcome of Senior Experts’ assignments:
Companies’ overall performance results Companies’ competitiveness results
88% of the participants can note
moderate or high enhancement of the
overall performance.
86% of the participants can note
moderate or high enhancement of their
competitiveness.
Only 12% of the participants cannot note
or measure any enhancement of the
overall performance.
Only 14% of the participants cannot note
or measure any enhancement of their
competitiveness.
Collaboration process:
The local coordinator shows motivation and excellent performance with regard to the
assignments in Nepal.
Overall the Senior Experts show motivation and expertise with regard to the
collaboration process. Considering cultural and linguistic differences, the Senior
Experts demonstrate excellent adaptations to the given conditions.
Overall, the communication before assignment is established to some extent between
the Senior Experts and the clients, with a relatively low percentage of non-
communicating parties.
Management Summary VII
Impact Analysis of Senior Experts in Nepal
Senior Experten Service
Outcome of Senior Experts’ assignments:
Companies’ overall performance results Companies’ competitiveness results
100% of the participants can note
moderate or high enhancement of the
overall performance.
82% of the participants can note
moderate or high enhancement of the
overall performance.
Only 8% of the participants cannot note or
measure any enhancement of their
competitiveness.
Collaboration process:
The local coordinator shows motivation and excellent performance with regard the
assignments in Nepal.
Overall, the Senior Experts show motivation and expertise with regard to the
collaboration process. Considering cultural and linguistic differences, the Senior
Experts demonstrate superior adaptations to the given conditions.
When communication is established between the Senior Experts and the clients, it is
continuous. However, almost one third is not in contact before the assignment.
Management Summary VIII
Impact Analysis of Senior Experts in Nepal
Conclusion
Best practices
Step 1 Before the assignments
- Regular contact between the client and the Senior Experts.
The goal is to reduce the time spent on site to collect information about the clients’
situation and acquire knowledge about the Nepali market.
- Strict clients’ selection
It is essential that the local coordinators select clients who are willing to improve their
businesses and clearly define the companies’ problems to solve.
Step 2 During the assignments
- Regular follow ups done by the local coordinators.
Beside the fact that potential issues can be highlighted, it allows the coordinators to
develop a trustful relationship with the client.
- Willingness of the Senior Experts to adapt to different culture.
It is essential that the Senior Experts are able to understand and adapt to all cultural
aspects.
Step 3 After the assignments
- Conduction of follow-ups (new assignment for the same client).
It is the only solution to verify that the management is following Senior Experts'
recommendations and is able to implement them.
- Conduction of personal follow-ups by the Senior Experts.
Clients are extremely thankful for the assistance provided by the Senior Experts in
case of problems.
Management Summary IX
Impact Analysis of Senior Experts in Nepal
Recommendations
Senior Expert Corps
1) Encourage the Senior Experts and the clients to exchange information about
the companies’ situation before the assignments on a regular basis.
2) Encourage the local coordinator to carefully select clients who are willing to
learn and show motivation.
3) Ensure that the local coordinator continues to maintain regular contact with the
client during the assignments.
4) Implement at least one follow-up assignment per client.
5) Continue to foster the relationship between the headquarters and the local
coordinator.
6) Continue to conduct successful assignments in Nepal.
Senior Experten Service
1) Ensure that the Senior Experts and clients exchange information about the
companies’ situation before the assignments on a regular basis.
2) Encourage the local coordinator to carefully select clients willing to learn and
show motivation.
3) Ensure that the local coordinator continues to maintain regular contact with the
client during the assignments.
4) Continue to conduct follow-up assignments.
5) Continue to foster the relationship between the headquarters and the local
coordinator.
6) Continue to conduct successful assignments in Nepal.
Table of Contents X
Impact Analysis of Senior Experts in Nepal
Table of Contents
Preface...................................................................................................................... III
Management Summary ........................................................................................... IV
Table of Contents ..................................................................................................... X
List of Figures ......................................................................................................... XII
List of Tables ......................................................................................................... XIV
List of Abbreviations .............................................................................................. XV
1 Letter of Scope ................................................................................................... 1
1.1 Company Description ..................................................................................... 1
1.1.1 Swisscontact – Foundation for Technical Cooperation...................... 1
1.1.2 Project Senior Expert Corps .............................................................. 2
1.1.3 Senior Experten Service .................................................................... 4
1.2 Initial Position ................................................................................................. 5
1.3 Project Goals ................................................................................................. 6
1.4 Approach ....................................................................................................... 7
1.5 Project plan .................................................................................................... 8
2 Research Design ................................................................................................ 9
2.1 Goals ............................................................................................................. 9
2.2 Target Group................................................................................................ 11
2.2.1 Target group of the quantitative survey ........................................... 11
2.2.2 Target group of the qualitative interviews ........................................ 12
2.3 Methodology ................................................................................................ 13
2.3.1 Quantitative survey.......................................................................... 13
2.3.2 Qualitative interviews ...................................................................... 13
3 Outcome of Senior Experts’ assignments ..................................................... 14
3.1 Introduction .................................................................................................. 14
3.1.1 Quantitative and qualitative survey data sets .................................. 14
3.1.2 Data set approach ........................................................................... 16
3.2 Senior Expert Corps ..................................................................................... 18
Table of Contents XI
Impact Analysis of Senior Experts in Nepal
3.2.1 Overview ......................................................................................... 18
3.2.2 Outcome on business efficiency and sustainability ......................... 20
3.2.3 Outcome on business profitability ................................................... 33
3.3 Senior Experten Service .............................................................................. 35
3.3.1 Overview ......................................................................................... 35
3.3.2 Outcome on business efficiency and sustainability ......................... 37
3.3.3 Outcome on business profitability ................................................... 46
3.4 Comparisons between SEC and SES .......................................................... 47
3.5 Conclusion ................................................................................................... 51
3.5.1 Senior Expert Corps ........................................................................ 51
3.5.2 Senior Experten Service .................................................................. 52
4 Comparisons between SEC and SES processes........................................... 53
4.1 Collaboration ................................................................................................ 53
4.1.1 With the local representative ........................................................... 53
4.1.2 With the Senior Experts ................................................................... 55
4.2 Communication ............................................................................................ 57
4.2.1 Before the assignments ................................................................... 57
4.2.2 During the assignments ................................................................... 58
4.3 Fulfilment of clients’ expectations ................................................................ 59
4.4 Conclusion ................................................................................................... 61
5 Success stories ................................................................................................ 63
5.1 Senior Expert Corps ..................................................................................... 63
5.2 Senior Experten Service .............................................................................. 65
6 Best practices ................................................................................................... 67
6.1 Description ................................................................................................... 67
6.2 Recommendations ....................................................................................... 69
6.2.1 Senior Expert Corps ........................................................................ 69
6.2.2 Senior Experten Service .................................................................. 69
7 Reflection of the goals ..................................................................................... 70
8 Self-Reflection .................................................................................................. 72
Bibliography ............................................................................................................ 75
List of Figures XII
Impact Analysis of Senior Experts in Nepal
List of Figures
Figure 1: Business model of SEC .................................................................................. 3
Figure 2: Target group (quantitative survey) ................................................................ 11
Figure 3: Outcome overview (SEC) ............................................................................. 18
Figure 4: Outcome on overall management (SEC) ...................................................... 20
Figure 5: Outcome on overall management (per sector, SEC) .................................... 23
Figure 6: Outcome on performance of employees (SEC) ............................................ 25
Figure 7: Outcome on performance of employees (per sector, SEC) .......................... 27
Figure 8: Outcome on quality of products/services (SEC) ........................................... 29
Figure 9: Outcome on quality of products/services (per sector, SEC) ......................... 31
Figure 10: Outcome on business profitability (SEC) .................................................... 33
Figure 11: Outcome overview (SES) ........................................................................... 35
Figure 12: Outcome on the overall management (SES) .............................................. 37
Figure 13: Outcome on overall management (per sector, SES) .................................. 39
Figure 14: Outcome on performance of employees (SES) .......................................... 40
Figure 15: Outcome on performance of employees (per sector, SES) ........................ 41
Figure 16: Outcome on quality of products/services (SES) ......................................... 43
Figure 17: Outcome on quality of products/services (per sector, SES) ....................... 45
Figure 18: Outcome on business profitability (SES) .................................................... 46
Figure 19: Comparisons between SEC and SES: overall performance ....................... 48
Figure 20: Comparisons between SEC and SES: competitiveness ............................. 48
Figure 21: Comparisons between SEC and SES: efficiency and sustainability ........... 49
Figure 22: Outcome conclusion (SEC) ........................................................................ 51
Figure 23: Outcome conclusion (SES) ........................................................................ 52
List of Figures XIII
Impact Analysis of Senior Experts in Nepal
Figure 24: Comparison between SEC and SES: collaboration with the local coordinator
.................................................................................................................................... 53
Figure 25: Comparison between SEC and SES: collaboration with the Senior Experts
.................................................................................................................................... 55
Figure 26: Comparison between SEC and SES: communication with the Senior
Experts (before the assignments) ................................................................................ 57
Figure 27: Comparison between SEC and SES: communication with the Senior
Experts (during the assignments) ................................................................................ 58
Figure 28: Comparison between SEC and SES: fulfilment of clients’ expectations ..... 59
List of Tables XIV
Impact Analysis of Senior Experts in Nepal
List of Tables
Table 1: Project plan ...................................................................................................... 8
Table 2: Primary research: online survey results ......................................................... 14
Table 3: Primary research: individual interviews’ statistics .......................................... 15
Table 4: Outcome analysis approach .......................................................................... 16
Table 5: Outcome on overall performance and competitiveness (SEC) ...................... 19
Table 6: Interviews’ statements on overall management (per sector, SEC) ................ 24
Table 7: Interviews’ statements employees ‘performance (per sector, SEC) .............. 28
Table 8: Interviews’ statements on quality of products/services (per sector, SEC) ...... 32
Table 9: Outcome on overall performance and competitiveness (SES) ...................... 36
Table 10: Interviews’ statements on overall management (per sector, SES) .............. 39
Table 11: Interviews’ statements on employees’ performance (per sector, SES) ........ 42
Table 12: Interviews’ statements on quality of products/services (per sector, SES) .... 45
Table 13: Values assigned to the Likert Scale ............................................................. 47
Table 14: Comparison between SEC and SES: collaboration with the local coordinator
(interviews’ statements) ............................................................................................... 54
Table 15: Comparison between SEC and SES: collaboration with the Senior Experts
(follow ups) .................................................................................................................. 55
Table 16: Comparison between SEC and SES: collaboration with the Senior Experts
(interviews’ statements) ............................................................................................... 56
Table 17: Similarities between SEC and SES processes ............................................ 61
Table 18: Differences between SEC and SES processes ........................................... 62
Table 19: Best practices before the assignments ........................................................ 67
Table 20: Best practices during the assignments ........................................................ 68
Table 21: Best practices after the assignments ........................................................... 68
List of Abbreviations XV
Impact Analysis of Senior Experts in Nepal
List of Abbreviations
DIHT - Association of Chambers of Industry and Commerce
MSC – Most Significant Change
SEC – Senior Expert Corps
SES – Senior Experten Service
SME – Small and Medium Enterprises
Chapter 1: Letter of Scope 1
Impact Analysis of Senior Experts in Nepal
1 Letter of Scope
1.1 Company Description
1.1.1 Swisscontact – Foundation for Technical Cooperation
Swisscontact was established in 1959 as an independent foundation with the vision to
make a sustained, effective contribution towards the reduction of economic disparities
in an increasingly complex, globalized world.
In order to achieve this mission, Swisscontact promotes economic and social
development in selected countries in the South and East, by creating opportunities for
people seeking to improve their living conditions and livelihoods through their own
initiatives and integrating them into local commercial life.
In 2014, Swisscontact was active in 27 countries with a workforce of 941 people. The
foundation’s head office is located in Zurich.
Swisscontact aims to improve living conditions in developing countries. Considering
that the private sector is the most important driving force behind economic
development and long-term poverty measures, the foundation focuses its actions on
the development of four private sectors:
a. Skills development: Swisscontact prepares people in developing countries for
the world of work through vocational training and advanced training.
b. SME promotion: Swisscontact identifies market options and mobility potential
for strengthening and encouraging long-lasting economic competitive ability of
local economies.
c. Financial services: The goal is to enable broad levels of the population,
especially farmers, women, small businesses and households to have access
to financial services such as small loans, savings options, and monetary
transactions including insurance.
Chapter 1: Letter of Scope 2
Impact Analysis of Senior Experts in Nepal
d. Resource efficiency: Swisscontact promotes energy efficiency in production of
small enterprises, regulated waste management, urban waste-water treatment
and drinking water provisions, renewable energies, sustainable building and
clear air in the cities.
Swisscontact is financed by private and public donors to the amount of 60 million
Swiss Francs per year.
1.1.2 Project Senior Expert Corps
The Senior Expert Corps, founded in 1980 by Swisscontact, is a project of
Swisscontact implementing short-term assignments with Senior Experts in developing
countries and Eastern Europe to contribute with practical support to small and medium
enterprises, and other institutions and therefore to a sustainable development.
Customers from developing countries and Eastern Europe can benefit from the
consulting services of Senior Experts. They can contact the SEC coordinators and put
a request for an expertise, which will promote their companies, create new jobs and
develop new products or services.
Senior Experts are selected from a pool of over 650 experts and appointed to
assignments in the area of tourism, crafts and skills development. SEC Experts share
their professional knowledge and skills where it is needed on a voluntary basis. Senior
Experts encourage the vocational/technical qualification of personnel and
management executives. Their assignments last on average between one to three
months.
Since 1979, the Senior Expert Corps has organized and overseen 2,000 assignments
in 65 countries. In the process, the Experts have done over 778,370 voluntary working
hours with an equivalent value of approximately 29 million Swiss Francs. This project
has an annual budget of 500,000 Swiss Francs.
Chapter 1: Letter of Scope 3
Impact Analysis of Senior Experts in Nepal
After discussing with SEC’s representatives, the team has graphically represented the
business model of the SEC project as follows:
Figure 1: Business model of SEC
SERVICES
to help small and medium
enterprises in developing countries
Customer Relationships
Three types of customers: Experts, clients and donors
Key Partners
Clients (SMEs, institutions and cooperatives)
Experts
Coordinators
Key Activities
Short term advice to SMEs that are active in
the following areas:
Skills Development
SME promotion
Financial services
Resources Efficiency
Key Resources
Donors (financing: 0.5 million francs per year)
3 staff members
10 coordinators
Customer Segments
Small and medium enterprises
(institutes and cooperatives)
Channels
Advice and services of Senior Experts are
delivered directly to client located in developing countries and Eastern
Europe
Chapter 1: Letter of Scope 4
Impact Analysis of Senior Experts in Nepal
1.1.3 Senior Experten Service – The Foundation of German Industry for
International Cooperation
Senior Experten Service is a non-profit organization. It was established in 1983 by the
Association of Chambers of Industry and Commerce. In 1986, the Federation of
German Industries, and the Carl Duisberg Advisory Board joined as shareholders, and
later the German Confederation of Skilled Crafts and the Confederation of German
Employers’ Associations joined too.
The Foundation’s aim is to support societal, economic and social development in order
to raise living standards in developing countries, emerging markets and, since 1990,
also in Germany.
SES has its headquarters in Bonn, while fourteen offices in Germany and more than
180 representatives worldwide maintain contact with clients and with the Senior
Experts. As the Senior Experts Corps, SES offers interested retirees the opportunity to
pass on their skills and knowledge to others on a voluntary basis. Over 11,000 Senior
Experts, both men and women, are currently registered. They are retired specialists
from over 50 fields with years of professional experience, foreign language skills and
experience abroad, as well as the ability to adapt to the conditions that prevail
wherever they are assigned.
Since the SES was founded in 1983, 30,000 assignments have been implemented in
more than 160 different countries and in Germany. The duration of these honorary
assignments usually ranges from three to six weeks and the maximum is six months.
Chapter 1: Letter of Scope 5
Impact Analysis of Senior Experts in Nepal
1.2 Initial Position
Through its development cooperation, Switzerland has been engaged in Nepal since
1959. With the establishment of its Embassy in Nepal in August 2009, Switzerland’s
assistance has been strengthened, and it focuses on the following themes: rural
economy, social development through rural infrastructure, natural resources
management, technical and vocational education, local governance and human rights.
Switzerland is also committed to support Nepal in the process of political and social
conflict transformation as well as peace building at a local, national level and build
resilience to climate change.
Senior Expert Corps has been sending Senior Experts to Nepal since 1994. In total,
554 Senior Experts have supported SMEs and other institutions in Nepal.
As Swisscontact’s assignments are financed up to 50% by the Swiss Agency for
Development and Cooperation, the foundation must maintain its credibility by providing
its principal donor with a strong analysis of its long-term impact on local companies.
One way of evaluating the impact is by asking customers to fill in a questionnaire after
each assignment. In order to identify the long-term impact of the assignments of the
Senior Experts in Nepal, SEC wants to collect data from clients after the experts have
left. In other words, the SEC and SES are interested in:
a. The results and improvement of: business efficiency, sustainability of
businesses, increase in the number of employees, growth of revenue,
competitiveness and possible impact on local areas.
b. Success-stories of the assignment. What has been the most significant
change for head of companies and their staff due to the assignment(s) of a
Senior Expert?
The scope of the SEC will not measure all 554 assignments conducted in Nepal, but
only approximately 80 that were carried out in 2013 and 2014. A list of assignments
has been provided.
Chapter 1: Letter of Scope 6
Impact Analysis of Senior Experts in Nepal
The German organization SES has carried out 254 assignments for Senior Experts in
Nepal. The evaluation will cover approximately 45 clients for the SES, each of whom
had received an expert in 2013 and/or 2014. The list of assignments has been
provided to the team.
Based on the same questionnaire, similarities and differences between SEC and SES
clients will be evaluated and possible best practices will be highlighted.
1.3 Project Goals
The project is successful if the following goals are achieved:
1. The impact of Senior Experts’ assignments on clients of SEC and SES in Nepal
is evaluated. The results will be based on:
a. A quantitative questionnaire sent by e-mail to managers/contact persons
(one person per company)
b. Qualitative interview to managers/contact persons and to members of
staff of these companies
2. Most significant change for customers due to an assignment has been
established and possible success stories of Senior Experts’ assignments (SEC
and SES) in Nepal are collected.
3. Comparisons between SEC and SES assignments in Nepal are made.
Differences and similarities between the results of both organizations are made
visible. Suggestions for improvements or further development are drawn from
the comparisons between SEC and SES.
4. Based on the received input, possible best practices and suggestions for
improvements or further development of the programs are proposed.
Chapter 1: Letter of Scope 7
Impact Analysis of Senior Experts in Nepal
1.4 Approach
1. Describe the current situation of the Senior Expert Corps and the Senior Expert
Service in Nepal; understand the business model, the services and the project
scope (expert interviews and secondary research).
2. Define a project plan for the market research including timing, milestones,
meeting with customer and time needed by the project team and the customer.
3. Creation of the Letter of Scope including the company, the current situation, the
goals of the project and the approach.
4. Develop a research design for the primary research:
a. Goals: According to the goals of the project
b. Target group: customers and their employees of the SEC and SES in
Nepal having assignments in 2013 and 2014 (approx. 80 companies
(SEC40, SES40))
c. Research method: quantitative online-questionnaire to approximately 80
companies, qualitative interviews on site conducted by a Senior Expert
d. Content: quality of performance of Senior Experts, improvement of
business efficiency, sustainability of business, increase in the number of
employees, growth of revenue or maybe even impact on local areas
e. Success-stories of the assignments. What has been the most significant
change for head of companies and staff due to the assignment(s) of a
Senior Expert
f. Evaluation of a best practice and recommendations for further
improvements
5. Execute the research, analyse and interpret the data.
6. Analyse the results with focus on the differences and similarities regarding the
assignments of SEC and develop a best practice.
7. Make strategic and operational recommendations based on the collected data.
Chapter 1: Letter of Scope 8
Impact Analysis of Senior Experts in Nepal
1.5 Project plan
Table 1: Project plan
Clients’ meeting in Zürich, 24.02.2015
Letter of Scope, deadline 13.03.2015
Research Design, deadline 17.03.2015
Project Status Report, deadline 21.04.2015
Questionnaire and interviews, deadline 30.04.2015
Results discussion’s meeting with the client, 07.05.2015
Analysis of results, deadline 17.05.2015
Preprint final report, deadline 22.05.2015
Final report, deadline 08.06.2015
Final presentation, 09.06.2015
PR-Report, deadline 19.06.2015
Chapter 2: Research Design 9
Impact Analysis of Senior Experts in Nepal
2 Research Design
2.1 Goals
The goals of the Quantitative research are achieved if:
1. The impact on business efficiency due to Senior Experts’ assignments is
evaluated based on the following indicators:
Cost effectiveness of the company
Efficiency of the workforce
Number of employees
Quality of product/services
Revenue stream
2. The impact on business sustainability due to Senior Experts’ assignments is
evaluated based on the following indicators:
Customer loyalty from clients’ perspective
Work safety of employees
Managerial structure
Business competitiveness
3. The collaboration between clients and SEC/SES is determined regarding the
following criteria:
Transmission of knowledge
Cooperation process
Relationship between the managers and the Senior Experts
Chapter 2: Research Design 10
Impact Analysis of Senior Experts in Nepal
The goals of the Qualitative interviews are achieved if:
1. The collaboration process between managers/employees and Senior Experts is
explained
2. Significant change on SMEs is identified and described, as well as possible ripple
effects on local population and environment
3. The outcome regarding business efficiency, business sustainability and business
competitiveness is explained
4. Clients’ perception of Senior Experts performance is explained
Chapter 2: Research Design 11
Impact Analysis of Senior Experts in Nepal
2.2 Target Group
2.2.1 Target group of the quantitative survey
After consulting the clients (SEC and SES), the questionnaire will be delivered to
heads of companies who received Senior Experts support in Nepal between 2013 and
2014. Both clients’ lists from SEC and SES have been provided to the team. Each file
includes e-mail addresses and phone numbers of companies’ contact persons in
Nepal.
The graph below represents the gross and net sample for SEC and SES’ clients:
Senior Experts Corps Senior Experten Service
Expected rate of return: 30%
Figure 2: Target group (quantitative survey)
The gross sample represents the number of persons to whom the questionnaire will be
sent out whereas the net sample shows the amount of answers expected to be
collected.
All clients of SEC and SES in Nepal between 2013 and 2014 will do the quantitative
survey, that is 67 SEC and 22 SES participants.
Chapter 2: Research Design 12
Impact Analysis of Senior Experts in Nepal
2.2.2 Target group of the qualitative interviews
As discussed with the clients (SEC and SES), interviews will be conducted in addition
to the questionnaire. The team considers that interviewing 10 companies is necessary
to establish a relevant analysis. The number represents approximately 30% of the net
sample of the questionnaire.
Proportionally to the net sample of both SEC and SES clients in Nepal, 7 companies of
SEC and 3 companies of SES will be consulted.
Companies eligible to interviews will be chosen regarding the answers to the
questionnaire and their location in Nepal. For logistical reasons, only companies
located in Kathmandu and Pokhara will be interviewed. The team will seek companies
which could be potential candidates for success stories, and companies which
encounter difficulties.
In agreement with the clients (SEC and SES), two target groups in each company will
be interviewed:
Managers of SEC and SES clients in Nepal
Managers selected for interviews will be the same ones who filled in the questionnaire
in order to preserve coherence between the quantitative and qualitative survey.
Employees of SEC and SES clients in Nepal
One employee per company who has been influenced by the changes, in the day-to
day business, due to Senior Experts’ assignment(s), will also be interviewed in order to
obtain complementary points of view.
Employees are only eligible to participate in the on-site interview in Nepal. This implies
that they only participate in approximately 50% of the research. This can be explained
by the fact that there is no adequate or scientific responsible way to enable employees
to participate in the online questionnaire, mainly due to resources (time and logistics).
However, all data from the on-site interviews with employees are highly significant
since they will provide depth to the research.
Chapter 2: Research Design 13
Impact Analysis of Senior Experts in Nepal
2.3 Methodology
A multi-method procedure (triangulation method) for the collection of data will be
applied to conduct the primary research.
2.3.1 Quantitative survey
In agreement with SEC and SES, the team will use an online questionnaire since it is
the fastest method to obtain a valid sample for statistical analysis and the easiest to
use with clients. Indeed, participants can fill in the online questionnaire whenever they
want and the duration needed to complete it should not exceed 15 minutes. On the
other hand, this method allows the team to analyse the results at any time.
The questionnaire will be written down in clear and basic English to guarantee the
comprehension of the questions by every interviewee.
An e-mail including the link to the questionnaire will be sent to managers/contact
persons (one per company).
2.3.2 Qualitative interviews
An employee of SEC will conduct 10 individual qualitative on-site interviews with
managers and employees. This decision was made to prevent any linguistic barriers
that a phone interview might lead to.
The interview guide will be semi structured to allow informants the freedom to express
their views in their own terms and the interviewer to ask additional questions that may
differ from the guide (Cohen & Crabtree, 2006).
The team will utilize the MSC methodology for the qualitative interview guides. This is
a method used to collect stories of change, review these stories within the
organisational hierarchy and provide stakeholders with regular feedback about the
review process (Davies & Dart, 2005).
Chapter 3: Outcome of Senior Expert’s assignments 14
Impact Analysis of Senior Experts in Nepal
3 Outcome of Senior Experts’ assignments
3.1 Introduction
3.1.1 Quantitative and qualitative survey data sets
In accordance with the goals of the research design, the team conducted both
quantitative (online survey) and qualitative (individual interviews) surveys and retrieved
the following statistics:
The online survey results
Table 2: Primary research: online survey results
The team collected respectively 44 and 15 answers from both SEC and SES clients.
However, in the case of SES, most of clients performed more than one assignment
between 2013 and 2014 and therefore sometimes filled in the online survey twice.
Consequently, the 15 answers compiled from SES clients actually correspond to 11
clients.
SEC
Total gross sample: 67
Completed survey: 44
Number of different clients who completed the survey: 44
Return rate: 65.7%
SES
Total gross sample: 22
Completed survey: 15
Number of different clients who completed the survey: 11
Return rate: 50%
Chapter 3: Outcome of Senior Expert’s assignments 15
Impact Analysis of Senior Experts in Nepal
The individual interviews results
Table 3: Primary research: individual interviews’ statistics
In agreement between the team and the clients, one employee from SEC conducted
the interviews in Nepal from 19th to 28th of April, 2015.
The local coordinators of SEC and SES were in charge of the entire interview week’s
organisation. They managed to schedule 7 interviews for SEC and 3 interviews for
SES as planned in the research design.
Unfortunately, due to the tragic earthquake on 25th of April, 2015 in Nepal, 2 interviews
were cancelled.
SEC
Total number of expected client's interviews: 7
Number of selected clients subjected to interview: 13
Number of scheduled clients interviews: 7
Number of conducted clients interviews: 6
SES
Total number of expected clients' interviews: 3
Number of selected clients subjected to interview: 5
Number of scheduled clients interviews: 3
Number of conducted clients interviews: 2
Chapter 3: Outcome of Senior Expert’s assignments 16
Impact Analysis of Senior Experts in Nepal
3.1.2 Data set approach
For this first part, a two-step approach is utilized, starting off with the analysis of the
online survey data sets since it provides measurable figures that can be utilized to
draw correlations needed to understand the reasons behind results.
The second part consists of an analysis of the online survey data sets per sector,
which can enlighten sectors in which assignments are successful or could be
improved. Only the sectors for which interviews were conducted are analysed.
The approach is visualized below:
Table 4: Outcome analysis approach
Analysis of the online survey data sets
- General overview
- Explanations of results based on statistical correlations
Analysis of online survey data sets per sector
- Focus on main factors influencing the overall performance
- Explanations of the results based on interviews' statements
- Only the sectors represented in the interviews are analysed
-
SEC
- Hotel, Café, Restaurant
- Education
- Food manufacturer
SES
- Food manufacturer
- Health
Chapter 3: Outcome of Senior Expert’s assignments 17
Impact Analysis of Senior Experts in Nepal
It has to be considered that answers to the questionnaire are based on Likert scales,
and, consequently, do not allow the team to estimate to what extent the statements
are true. For instance, if a participant answers, “strongly agree” to a question that
stipulates, “due to the Senior Experts’ assignment, your company could enhance the
overall performance”, it means that the performance has improved (positive trend) but
it is impossible to deduce a percentage. On the contrary, if a client answers “strongly
disagree”, it does not necessarily mean that the overall performance has decreased
but might have just remained the same. Indeed, the team makes the assumption that it
is unlikely that the performance has diminished after the Senior Experts’ assignment
whose goal is to help companies in developing countries to develop.
Furthermore, it has to be taken into consideration that the SMEs who represent all
results shown in the following chapter, are at different stages of development. This
implies the following:
Companies in early stages: A type of company which needs to be taught basic
business related matters, often in all aspects, from management to employee
training/understanding. The research suggests that these companies often
perceive higher outcome since the threshold for implementation is lower. It is
often irrelevant to use complex measuring parameters at this stage, for
example, revenue, production cost measurements and production volume
measurements. These measurements become increasingly important when the
fundamentals are in place.
Companies which are more developed: a type of company where the basics of
business are in place, and more complex measuring parameters are relevant,
as mentioned above. The outcome threshold is often higher due to more
complex implementation, and the outcome is often related to longevity since
implementation of new and increasingly more complex strategies often takes
time to fully blossom.
This exemplification is highly important to note, and the results that are presented are
from companies with different expectations and levels of complexity.
Chapter 3: Outcome of Senior Expert’s assignments 18
Impact Analysis of Senior Experts in Nepal
3.2 Senior Expert Corps
3.2.1 Overview
Figure 3: Outcome overview (SEC)
Chapter 3: Outcome of Senior Expert’s assignments 19
Impact Analysis of Senior Experts in Nepal
At first glance, looking at the enhancement of the overall perfomance (red square) and
the competitiveness (yellow square), the results show the follwing:
Companies’ overall performance results Companies’ competitiveness results
88% of the participants can note
moderate or high enhancement of the
overall performance.
86% of the participants can note
moderate or high enhancement of their
competitiveness.
Only 12% of the participants cannot note
or measure any enhancement of the
overall performance.
Only 14% of the participants cannot note
or measure any enhancement of their
competitiveness.
Table 5: Outcome on overall performance and competitiveness (SEC)
These figures illustrate that the Senior Experts’ assignments have a significant positive
outcome on Nepali SMEs’ performance and competitiveness. In order to comprehend
the reasons behind this affirmation, the team will analyse the outcome of Senior
Experts’ assignments on business efficiency and sustainability as well as business
profitability. Moreover, to enable such comprehension, statistical analyses such as
bivariate correlation analysis and multivariate regression analysis are mainly utilized.
Bivariate correlation: “tests whether the relationship between two variables is linear (as
one variable increases, the other also increases or as one variable increases, the
other variable decreases)” (Garczynski, 2014).
Bivariate correlation produces output, which ranges from -1 (strong negative
correlation), to +1 (strong positive correlation).
This report only takes into consideration correlations above 0.6, which implies
moderate to high correlation.
Multivariate regression analysis: “Multiple regression is a statistical tool used to derive
the value of a criterion from several other independent, or predictor, variables. It is the
simultaneous combination of multiple factors to assess how and to what extent they
affect a certain outcome” (Janssen, n.d. para. 1).
Chapter 3: Outcome of Senior Expert’s assignments 20
Impact Analysis of Senior Experts in Nepal
3.2.2 Outcome on business efficiency and sustainability
Based on the multivariate regression analysis, the team has selected 3 factors that are
of high importance and impact directly the efficiency and substainability level of
companies:
- The overall management
- The performance of employees
- The quality of products/services
3.2.2.1 Overall work management
General overview
Figure 4: Outcome on overall management (SEC)
33%
51%
14%
2%
The overall management has improved
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
N = 43
Chapter 3: Outcome of Senior Expert’s assignments 21
Impact Analysis of Senior Experts in Nepal
Results:
Due to the Senior Experts’ assignments:
84% of participants agree that they are able to manage their company more
efficiently than before the assignments.
33% of participants significantly improved their overall management.
51% of managers questioned indicate that the overall management has slighly
improved.
14% of participants actually consider that nothing has changed.
2% slightly disagree with this question. An explanation was found in the
qualitative interviews, in which one client stated the following “we were not
helped in finding better suppliers and the materials needed. We continue to use
our original contacts.” However, this client is overall satisfied with the
assignment.
Chapter 3: Outcome of Senior Expert’s assignments 22
Impact Analysis of Senior Experts in Nepal
Consequences:
Competitiveness improves. With a score of 0.723, there is a high correlation
between the overall management and competitiveness. This figure illustrates
that if the overall management performance improves, there is a high
probabiltity that competitiveness will improve as well. This result is logical since
a company that is well-managed should technically achieve positive results.
Needless to say, external factors such as the economic context might intervene.
Performance of employees improves. With a score of 0.690, there is a
moderate to high correlation between the overall management and the
performance of employees. This figure illustrates that if the overall management
performance improves, the performance of employees should improve as well.
This result is logical as an employee who is given clear guidelines, whose work
is controlled and who receives feedback from his/her manager usually performs
better than one who is not led at all.
The ability to obtain resources more efficiently. With a score of 0.749, there
is a high correlation between the overall management and the management of
resources. This figure illustrates that if the overall management performance
improves, the ability to obtain resources more efficiently improves as well.
Improvements in work safety. With a score of 0.812, there is a very high
positive correlation between the overall management and work safety. This
implies that when the management improves, it is able to allocate resources
and train employees, so the employees are able to handle, for example,
equipment in a sufficient safe way. Furthermore, it can be linked to the
importance of fire drills, earthquake management etc.
Chapter 3: Outcome of Senior Expert’s assignments 23
Impact Analysis of Senior Experts in Nepal
Overview per sector
Figure 5: Outcome on overall management (per sector, SEC)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Overall management has improved (per sector)
Strongly agree
Slightly agree
Neutral
Slighly disagree
Strongly disagree
Chapter 3: Outcome of Senior Expert’s assignments 24
Impact Analysis of Senior Experts in Nepal
Education
sector
Almost 90% of managers in the education sector affirm that the
overall mangement has improved. This is mainly due to the fact that
lesson planning, homework and management online systems have
been implemented.
“Our chefs have slowly changed their teaching approach: students do homework and
get prepared before they come to the classroom”, “chefs and students are both
preparing for the class”.
“Every lesson plan is in a file on a computer. Let’s say, if I am sick tomorrow and I
can’t come to work, somebody else can easily teach the students based on my
lesson planning, so there is no gap”.
“We separate the class because of the difference of knowledge”.
Hotel,
Restaurant,
Café sector
Almost 88% of managers in the hotel, café, resturant sector state that
the overall management has enhanced. This is mainly due to the fact
that there is a better following of employees’ achievements.
However, 12% consider that there was no change of situation. This is
not due directly to the assignments but it is the result of external
factors such as the difficulty to obtain specific ingredients in Nepal.
“Now, when employees make a mistake, I take them separately to talk, sometimes
two times, three times. When they make several mistakes, I gather the staff and
explain the complaint to them”.
“Due to the lack of products and supplies in Nepal, we haven’t managed to apply
what we learned”.
Food
manufacturer
sector
Almost 70% of managers in the hotel, café, resturant sector state that
the overall management has enhanced. This is mainly due to the fact
that there is a better management of the stakeholders.
“The Senior Expert taught us how to handle the workers, the staff, the products, the
customers”.
“The first time, we had more employees than we needed, and now we have the same
employees but they are fully occupied”.
“The Senior Expert showed us how our products should be displayed and
advertised”.
Table 6: Interviews’ statements on overall management (per sector, SEC)
Chapter 3: Outcome of Senior Expert’s assignments 25
Impact Analysis of Senior Experts in Nepal
3.2.2.2 Performance of employees
General overview
Figure 6: Outcome on performance of employees (SEC)
Results:
Due to the Senior Experts’ assignments:
93% of the participants note overall improvements by their employees.
42% notice high improvements by their employees.
51% of the participants notice slight improvements by their employees.
Only 7% gave a neutral answer to this question.
42%
51%
7%
The performance of employees has improved
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
N = 43
Chapter 3: Outcome of Senior Expert’s assignments 26
Impact Analysis of Senior Experts in Nepal
Explanation:
The performance of employees has improved due to an improvement of the
management.
Indeed, the overall improvement of management and the performance gain of
employees appear to have a moderate to high positive correlation of 0.690. It means
that when the management improves, the overall performance is enhanced.
Consequences:
Competitiveness improved. With a score of 0.764, there is a high correlation
between the performance of employees and the competitiveness of the
company. This figure conveys that when the performance of employees
improves, competitiveness improves too. This results is logical since employees
represent the labour factor within a company and consequently play a major
role in the company’s results.
Chapter 3: Outcome of Senior Expert’s assignments 27
Impact Analysis of Senior Experts in Nepal
Overview per sector
Figure 7: Outcome on performance of employees (per sector, SEC)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
The performance of employees has improved (per sector)
Strongly agree
Slightly agree
Neutral
Slighly disagree
Strongly disagree
Chapter 3: Outcome of Senior Expert’s assignments 28
Impact Analysis of Senior Experts in Nepal
Education
sector
Almost 95% of businesses can note a strong positive trend regarding
the performance of their employees.This is mainly because teachers
feel more confident, are more student-oriented and more organized.
“Before the chef was only giving a briefing to students, and then cooking. The new
policy includes multiple repetitions, tastings, getting feedback not only about the food
but the service as well”.
“Teachers learned many things: how to use the materials, how to evaluate the
knowledge, how to acquire the knowledge. Then they evaluate if the knowledge is
properly used, and then they make the plan for the next day”.
“I have become a better teacher. For the other teachers, they have a very good
attitude and they are now respecting their job”.
Hotel,
Restaurant,
Café sector
Almost 90% of businesses can note a strong positive trend
regarding the performance of their employees.This is mainly due to
the fact that employees use the supplies more efficiently and have
developed a customer-oriented relationship.
“At the second assignment, we made a special bonfire in the winter; people liked it
and stayed longer.” “Even now we make it every night and people like that”
“My employees are using more part of the meat and fish, which they were not doing
before. With this technique, we are more sustainable because we are more
independent from the supplier”.
“My employees learnt how things should be organized, how food should be prepared,
at which temperature the food should be stored”.
“My employees benefit a lot of the current business situation because one of them is
actually talking about setting up his own bakery now”.
Food
manufacturer
sector
100% of businesses can note a strong positive trend regarding the
performance of their employees.This is mainly due to the fact that
employees learned new recipe.
“We make many new things: muffins, cakes that we display “.
Table 7: Interviews’ statements employees ‘performance (per sector, SEC)
Chapter 3: Outcome of Senior Expert’s assignments 29
Impact Analysis of Senior Experts in Nepal
3.2.2.3 Quality of products/services
General overview
Figure 8: Outcome on quality of products/services (SEC)
Results:
Due to the Senior Experts’ assignments:
83% of the participants affirm that the quality of their products/services have
improved following the Senior Experts’ assignments.
49% perceive high improvements regarding the quality of their products and/or
services.
34% note slight improvements in the quality of products and/or services.
17% do not perceive any change.
49%
34%
17%
The quality of products/services has improved
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
N = 41
Chapter 3: Outcome of Senior Expert’s assignments 30
Impact Analysis of Senior Experts in Nepal
Explanation:
An improvement of the products and services’ quality is mainly due to an improvement
in the performance of employees.
A score of 0.617 shows that an improvement in the performance of employees
correlates moderatly with the enhancement of products’/services’ quality. It means
that when the performance of employees improves, the quality of products/services
also improves.
Chapter 3: Outcome of Senior Expert’s assignments 31
Impact Analysis of Senior Experts in Nepal
Overview per sector
Figure 9: Outcome on quality of products/services (per sector, SEC)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
The quality of products/services has improved (per sector)
Strongly agree
Slightly agree
Neutral
Slighly disagree
Strongly disagree
Chapter 3: Outcome of Senior Expert’s assignments 32
Impact Analysis of Senior Experts in Nepal
Education
sector
Almost 80% of managers think that they are delivering a service of
higher quality to students mainly because they improved the
infrastructure and are more student-oriented.
“We used to have practice but only between students, not with the guests. Now they
work with guests, they are exciting and I can see the improvement. It is like a hotel”.
“Menus are more balanced”.
“The idea of making lesson plan and the idea to prepare children for the lesson is
really important and is really effective. Before students were passive and now
teachers make students work”.
“Each class has a plug now”.
“Since we have solar panels, all the computer are linked to them, so we don’t have
any problem of power cut. This is a big change and it is fantastic and awesome”.
Hotel,
Restaurant,
Café sector
Almost 85% of managers affirm that the quality of their products and
services has improved. This is mainly due to the fact that hygiene has
improved as well as the taste of the food served.
“I have almost eight hundred people reviewing. Out of 100, only two or three wrote a
bad review”. “Before, there were sometimes bad reviews on TripAdvisor, we couldn’t
handle the people coming to the restaurant, but now we can do it, we are more
confident”.
“The changes were that the hygiene has improved as well as the control of the food.
Before we used to have complains about the food served”
“The Senior Expert showed us how to cover the food for the fridge, before we didn’t
put any cover”.
“Working condition is now healthier, customers sometimes got sick before”.
Food
manufacturer
sector
100% of the managers claim that the quality of their products has
improved mainly due to the fact that hygiene has improved.
“We know how to maintain hygiene, how to control it and cook”.
Table 8: Interviews’ statements on quality of products/services (per sector, SEC)
Chapter 3: Outcome of Senior Expert’s assignments 33
Impact Analysis of Senior Experts in Nepal
3.2.3 Outcome on business profitability
Figure 10: Outcome on business profitability (SEC)
Results:
Contrary to efficiency and sustainabily factors that show a clear positive trend,
the results in term of profitability are generally mixed.
However, turnover has increased for 68% of companies and 45% have
increased salaries.
These results are encouraging for the future development of the companies
which should be able to afford new equipment, and the hiring of more
employees, for instance, if their businesses expand.
3%
12%
8%
6%
6%
6%
42%
50%
35%
39%
26%
33%
25%
47%
36%
47%
12%
14%
12%
19%
21%
Increase the salaries
Decrease your production cost
Increase your production volume
Increase your profit
Increase your sales
Profitability
Strongly disagree Slightly disagree Neutral Slightly agree Strongly agree
Chapter 3: Outcome of Senior Expert’s assignments 34
Impact Analysis of Senior Experts in Nepal
Explanations:
The diversification of results can easily be explained by the fact that companies
are at different development levels.
Companies in which the workforce is still learning fundamentals such as how to
conserve food, usually lack financial figures for the last few years.
Consequently, it is almost impossible for them to directly see the outcome on
profitability. It is a long term impact that will be measured in the coming years.
However, the situation is different for companies which are already developed.
Managers usually have financial balance sheets and income statements and
are able to see the changes annually.
Chapter 3: Outcome of Senior Expert’s assignments 35
Impact Analysis of Senior Experts in Nepal
3.3 Senior Experten Service
3.3.1 Overview
Figure 11: Outcome overview (SES)
Chapter 3: Outcome of Senior Expert’s assignments 36
Impact Analysis of Senior Experts in Nepal
Looking at the enhancement of the overall perfomance (red square) and the
competitiveness (yellow sqaure), the results show the following:
Companies’ overall performance results Companies’ competitiveness results
100% of the participants can note
moderate or high enhancement of the
overall performance.
82% of the participants can note
moderate or high enhancement of their
competitiveness.
Only 8% of the participants cannot note or
measure any enhancement of their
competitiveness.
Table 9: Outcome on overall performance and competitiveness (SES)
These figures show that the Senior Experts’ assignments have a significant positive
outcome on Nepali SMEs’ performance and competitiveness. In order to understand
the reasons behind this statement, the team will analyse the outcome of Senior
Experts’ assignments on efficiency and sustainability as well as business profitability.
Bivariate correlation analysis is the main statistical method of usage for the outcome
part for SES. It is not possible to do a multivariate regression analysis due to the low
sample size.
Bivariate correlation produces output, which ranges from -1 (strong negative
correlation), to +1 (strong positive correlation).
This report only takes into consideration correlations above 0.6, which imply moderate
to high correlations.
Chapter 3: Outcome of Senior Expert’s assignments 37
Impact Analysis of Senior Experts in Nepal
3.3.2 Outcome on business efficiency and sustainability
Based on the bivariate correlation, the team has selected 3 factors that are of high
importance and impact directly the efficiency and substainability level of companies:
- The overall management
- The performance of employees
- The quality of products/services
3.3.2.1 Overall work management
General overview
Figure 12: Outcome on the overall management (SES)
73%
27%
Overall management has improved
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
N = 11
Chapter 3: Outcome of Senior Expert’s assignments 38
Impact Analysis of Senior Experts in Nepal
Results:
73% of participants can note a strong positive trend.
27% of participants can note a positive trend.
In total 100% of participants can note a positive trend in regards to the
improvement of the management.
Consequences:
The management of resources has improved. With a score of 0.668, there is
a moderate to high correlation between the overall management and the
management of resources. It means that when the overall management
improves, the ability to obtain resources more efficiently improves as well.
The performance of employees has improved. With a score of 0.802, there
is a very high correlation between the overall management and the
performance of employees. This figure illustrates that if the overall management
performance improves, the performance of employees should improve as well.
This result is logical in a sense that an employee who is given clear guidelines,
whose work is controlled and who receives feedback from his/her manager
usually performs better than an employee who is not led at all.
The quality of products/services has improved. With a score of 0.716, there
is a very high correlation between the overall management and the
improvement of the products/services. This implies that when the management
improves, the quality of products/services also improves. On the other hand, if
the performance of the management decreases, the quality of the
products/services will proportionally decrease by a factor of 0.716.
Chapter 3: Outcome of Senior Expert’s assignments 39
Impact Analysis of Senior Experts in Nepal
Overview per sector
Figure 13: Outcome on overall management (per sector, SES)
Health sector 100% of managers affirm that their overall management has
improved.
Food
Manufacturer
100% of managers state that their overall management has
improved. This is mainly due to the fact that the workplace
management has improved and there is better management of
resource allocation.
“If I put the machine and it was not in the right place, the Senior Expert suggested to
me that it was not in the right place”, “If the Senior Expert saw something, for
example machines, then he told me how to keep it perfect.
“The Senior Expert told me I have to write what I do in a board or in a book”
Table 10: Interviews’ statements on overall management (per sector, SES)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Community(N=4)
Foodmanufacturer
(N=3)
Health (N=2) Craft (N=1) Education(N=1)
Overall management has improved (per sector)
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
Chapter 3: Outcome of Senior Expert’s assignments 40
Impact Analysis of Senior Experts in Nepal
3.3.2.2 Performance of employees
General overview
Figure 14: Outcome on performance of employees (SES)
Results
50% of the participants can note a strong positive trend.
50% of the participants can note a positive trend.
In total, 100% of the participants can note a positive trend in regards to the
improvement of employees’ performance.
Consequences
Customer satisfaction has improved. With a score of 0.839, there is a very
high correation between the improvement of customers’ satisfaction and the
improvement of employees’ performance.
50% 50%
The performance of employees has improved
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
N = 14
Chapter 3: Outcome of Senior Expert’s assignments 41
Impact Analysis of Senior Experts in Nepal
Overview per sector
Figure 15: Outcome on performance of employees (per sector, SES)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Community(N=4)
Foodmanufacturer
(N=3)
Health (N=3) Craft (N=2) Education(N=2)
The performance of employees has improved (per sector)
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
Chapter 3: Outcome of Senior Expert’s assignments 42
Impact Analysis of Senior Experts in Nepal
Health sector
100% of managers affirm that the performance of their doctors has
improved. This is mainly due to the fact that doctors have learned
new medical techniques or practices and they have developed a
patient-oriented approach.
“My doctors learned how to cooperate, how to approach the patient, how to treat
cerebral palsy”.
“In Nepal, we tell the patient that he has to have a surgery. I learned from the Senior
Expert that I don’t decide for the patient. We give them options so they can decide for
themselves”.
“Increasing our knowledge, we are able to recognise more areas as well that are
lacking, and help those that we couldn’t help before. Now we can do this better
because before we were doing meaningless and superstitious things”.
“We moved from one disease to the entire spectrum”.
Food
Manufacturer
100% of managers state that their employees’ performance has
improved. This is mainly due to the fact that employees use
equipment at their disposal more properly, and that they learned
techniques to improve their cuisine.
” I learned how to sharpen a knife and how to use the machines, how to clean the
machines, and at what temperature to cook the meat”.
Table 11: Interviews’ statements on employees’ performance (per sector, SES)
Chapter 3: Outcome of Senior Expert’s assignments 43
Impact Analysis of Senior Experts in Nepal
3.3.2.3 Quality of products/services
General overview
Figure 16: Outcome on quality of products/services (SES)
Results
77% of the participants can note a strong positive trend.
15% of the participants can note a positive trend.
8% of participants cannot note any change.
77%
15%
8%
The quality of products/services has improved
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
N = 13
Chapter 3: Outcome of Senior Expert’s assignments 44
Impact Analysis of Senior Experts in Nepal
Consequences
Competitiveness has improved. With a score of 0.982, there is a very high
correlation between the quality of products/services and business
competitiveness. This means that when the quality of products/services
improves, business competitiveness improves too.
Customers’ satisfaction has improved. With a score of 0.927, there is a very
high correlation between the quality of products/services and customers’
satisfaction. This means that when the quality of products/services improves,
customers are more satisfied. Moreover, customer satisfaction can be linked
directly to competitiveness, with a very high positive correlation of 0.915.
Chapter 3: Outcome of Senior Expert’s assignments 45
Impact Analysis of Senior Experts in Nepal
Overview per sector
Figure 17: Outcome on quality of products/services (per sector, SES)
Health sector
100% of managers affirm that the quality of the service that is
delivered to patient has improved. This is mainly due to the fact that
doctors are more patient-oriented. Patients’ requests always come
first.
“Our unit established some standards and quality and we now receive students and
professionals from different countries”.
“Before we had 20 children in one hour. Now I tried to give to all children 45min to
1h, which is new for me”.
“I believe we are now treating not only cerebral palsy but new medical disorders”.
Food
Manufacturer
65% of managers affirm that the quality of the products and services
delivered to customers has improved.
Table 12: Interviews’ statements on quality of products/services (per sector, SES)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Foodmanufacturer
(N=3)
Health (N=3) Community(N=3)
Education(N=2)
Craft (N=2)
The quality of products/services has improved (per sector)
Strongly agree
Slightly agree
Neutral
Slightly disagree
Strongly disagree
Chapter 3: Outcome of Senior Expert’s assignments 46
Impact Analysis of Senior Experts in Nepal
3.3.3 Outcome on business profitability
Figure 18: Outcome on business profitability (SES)
Out of the 15 completed surveys, only approximately 30% of answered questions
regarding profitability were collected (n = 5).
Moreover, the question arises as to why one third did not answer these questions.
Possible explanations are drawn, but are only based on assumptions:
Profitability measurements are not possible to establish or not relevant at the
current developmental stage of the enterprise.
Measurements of profitability are not relevant for the type of company, for
example, non-profit organizations.
However, besides the low number of applicable answers, those that were given show
a positive trend regarding profitability. As mentioned, profitability measurement is often
related to longevity, in the sense that developing companies often need time to
implement these complex parameters of measurement.
50%
40%
40%
40%
40%
50%
40%
20%
20%
60%
40%
60%
Increase the salaries
Decrease your production cost
Increase your production volume
Increase your profit
Increase your sales
Profitability
Strongly disagree Slightly disagree Neutral Slightly agree Strongly agree
Chapter 3: Outcome of Senior Expert’s assignments 47
Impact Analysis of Senior Experts in Nepal
3.4 Comparisons between SEC and SES
Firstly, the team will compare the average score of each question with regards to the
enhancement of the overall performance, competitiveness, efficiency and
sustainability. Moreover, to be able to generate mean values for each question, the
Likert scale was assigned values from 1 till 5.
Before proceeding with the analysis, it must be taken into consideration that the
sample sizes of SEC and SES are largely different, and thus the results of SES carry
more uncertainty than SEC. This poses a restriction to the opportunity to make
comparisons based on the quantitative results expressed in percentage.
Answers: Score:
Strongly agree = 5
Slightly agree = 4
Neutral = 3
Slightly disagree = 2
Strongly disagree = 1
Table 13: Values assigned to the Likert Scale
Following this, “a two-sample (independent groups) t-test is used to determine if the
unknown means of two populations are different from each other based on
independent samples from each population” (Elliott & Woodward, 2007).
The hypotheses that are tested in this test are the following:
Ho: m1 = m 2 (In words: The population means of the two groups are the same.)
Ha: m 1 ≠ m 2 (The population means of the two groups are different.)
Chapter 3: Outcome of Senior Expert’s assignments 48
Impact Analysis of Senior Experts in Nepal
Moreover, similar tests for small sample sizes have been conducted and the results
are appropriate to the two-sample t-test.
Figure 19: Comparisons between SEC and SES: overall performance
Statistically, there is no significant difference between SEC and SES with regards to
the overall performance.
Figure 20: Comparisons between SEC and SES: competitiveness
Statistically, there is no significant difference between SEC and SES with regards to
competitiveness.
4,45 4,71
0
1
2
3
4
5
Enhance the overall performance
SEC
SES
4,21
4,62
0
1
2
3
4
5
Improve your competitiveness
SEC
SES
Chapter 3: Outcome of Senior Expert’s assignments 49
Impact Analysis of Senior Experts in Nepal
Figure 21: Comparisons between SEC and SES: efficiency and sustainability
In general, the results between SEC and SES are very coherent implying that,
statistically, there is on average no significant difference between SEC and SES
regarding the mean score for each question.
However, there are certain differences that must be analysed:
Improvements of overall management
Statistically, there is a significant difference between SEC and SES in regards to the
improvement of the overall management. Before proceeding, please note that SES
has on average a higher score than SEC, even though this is not significant.
Following the analysis of the qualitative data and an interview with a well-exposed
Senior Expert, a strong trend emerges as to why this is so.
0
1
2
3
4
5
SEC
SES
Chapter 3: Outcome of Senior Expert’s assignments 50
Impact Analysis of Senior Experts in Nepal
SES has fewer assignments but conducts more follow-up assignments. SEC has more
assignments but fewer follow-up assignments. The Senior Expert who was interviewed
stated that the most important measure to ensure success is to ensure a system of
follow-up assignments.
Increase in the number of employed people
There is no significant difference between SEC and SES regarding this question.
However, the score of this question is significantly lower than for the others at 3.32 out
of 5. There is certain ambivalence towards this question. From a stakeholder’s point of
view, increasing the number of employed people can be perceived as positive for local
populations. From a business perspective, in certain cases, it might be a corporate-
oriented managerial decision to cut or maintain the existing workforce. As was found in
the interviews, one company stated that before the assignment they were not efficient
at all. In fact, they had more employees than they needed. Now, they have the same
number of employed people but they are 100% occupied.
The relation between management and employees
An interesting notion that appears in the data set is the high score of the improvement
of employees’ performance. Even though there is a high turnover rate of employees in
Nepal, the performance of employees is still considered to have improved 1 to 2 years
after the assignment(s). This can be linked to the positive trend regarding the overall
management. In other words, the management is able to train and teach their new
employees.
Chapter 3: Outcome of Senior Expert’s assignments 51
Impact Analysis of Senior Experts in Nepal
3.5 Conclusion
3.5.1 Senior Expert Corps
Figure 22: Outcome conclusion (SEC)
Figure 22 illustrates the overall outcome of the Senior Experts’ assignments and the
three main significant changes which directly contribute to improving the overall
performance of companies. These are the management, the performance of
employees and the quality of products and services. Among these factors, the
management is the most important to focus on since it directly influences the
employees’ performance and indirectly the quality of products and services. Moreover,
regarding the high turnover of employees in Nepali companies, it is essential to train
the managers to enable them to share their knowledge with new employees.
To summarize, teaching techniques to employees significantly improves business
efficiency in the short term. However, giving advice to managers will significantly
improve business sustainability in the long term and directly enhance business
competitiveness.
0.729 0.740 0.713
0.617 0.690
0.723
Improvement of
management
Improvement of
employees’
performance
Improvement of the
quality of
products/services
Improvement of the
competitiveness Improvement of the overall performance
0.665
Chapter 3: Outcome of Senior Expert’s assignments 52
Impact Analysis of Senior Experts in Nepal
3.5.2 Senior Experten Service
Figure 23: Outcome conclusion (SES)
Figure 23 illustrates the overall outcome of the Senior Experts’ assignments and the
main significant changes which improve the overall performance and competitiveness
of companies. These are the management, the quality of products and services,
employee performance and customer satisfaction. Among these factors, the quality of
products and services is one of the most important to focus on since it directly
influences the overall performance and competitiveness of companies. However,
enhancing the quality is only possible if the management has improved, and the same
applies for the improvement of employees’ performance. Moreover, regarding the high
turnover of employees in Nepali companies, it is essential to train the managers to
enable them to share their knowledge with new employees.
To summarize, teaching managerial techniques significantly improves the quality of
products/services and the performance of employees. These two factors are essential
to higher customer satisfaction and to improve business competitiveness.
0.915
0.679
0.728
0.982 0.927
0.839
0.716
0.802
Improvement of
management
Improvement of the
quality of
products/services
Improvement of the
overall performance
Improvement of the
customer’s
satisfaction
Improvement of the
employees’
performance
Improvement of the
competitiveness
Chapter 4: Comparisons between SEC and SES’ processes 53
Impact Analysis of Senior Experts in Nepal
4 Comparisons between SEC and SES processes
4.1 Collaboration
4.1.1 With the local representative
Figure 24: Comparison between SEC and SES: collaboration with the local coordinator
In general, both SEC and SES local coordinators demonstrate a very good to excellent
ability to collaborate with clients.
68%
80%
25% 20%
7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
SEC SES
Collaboration with the local coordinator
Excellent
Very Good
Satisfactory
Very Poor
Unacceptable
Chapter 4: Comparisons between SEC and SES’ processes 54
Impact Analysis of Senior Experts in Nepal
All clients interviewed are extremely satisfied as the following statements reveal:
Collaboration with the local coordinator of SEC
“The communication was very well, very professional”.
“He was available if we needed anything. He was very clear, open-minded”.
“He was very supportive and helpful. He was always in touch with us and he did the
follow-ups”.
“He was very friendly, so he was easy for us to cooperate with him”.
“He is the man that once you are in contact with him, he does not leave you like that.
He is constantly in contact with you. He is so precise, even for small things, he
contacts you, advices you, guides you. He is a really good organizer, I would like to be
like him”.
“He was a really good representative because when we requested something from
him, he immediately reacted. We did not need to wait so long”.
Collaboration with the local coordinator of SES
“He was very helpful and quick. He sometimes visited us. He is like family”
“He is very good. We met personally”
Table 14: Comparison between SEC and SES: collaboration with the local coordinator (interviews’ statements)
Chapter 4: Comparisons between SEC and SES’ processes 55
Impact Analysis of Senior Experts in Nepal
4.1.2 With the Senior Experts
Figure 25: Comparison between SEC and SES: collaboration with the Senior Experts
In general, both SEC and SES clients consider the collaboration with Senior Experts
as very good to excellent.
The team is not able to explain why 2% of SEC clients chose ‘very poor’ regarding this
question. No evidence found in the surveys could support a good explanation.
Looking at the interviews, it appears that most of the Senior Experts are still in contact
with the clients after the assignments and do personal follow-ups. This quality is highly
appreciated by the clients who usually have questions for them. Below are some
statements regarding this point:
SEC
“We are keeping in touch through emails”.
“If you need further assistance, you can always get in touch with him”.
“It is really good to see that even if he is not there, he is still opened to us”.
SES
“I send him pictures like EGs via email to ask for an opinion. He sometimes answers
that he will ask someone who is specialised in this field”.
Table 15: Comparison between SEC and SES: collaboration with the Senior Experts (follow ups)
60%
73%
30% 27%
7% 2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
SEC SES
Collaboration with the Senior Experts
Excellent
Very Good
Satisfactory
Very Poor
Unacceptable
Chapter 4: Comparisons between SEC and SES’ processes 56
Impact Analysis of Senior Experts in Nepal
All clients interviewed are extremely satisfied as the following statements show:
Senior Experts (SEC)
“He was a sending angel. He was very professional, humble, smart, hard-working,
respective, well-mannered, patient and polite. His teaching style is very top level”.
“He was 100% committed”.
“He is very flexible, expert, friendly and soft. He had a great contact”.
“He was very friendly, helpful, professional and open-minded. He could find all the
problems. He gave us a daily plan”.
“They were really high qualified”.
“He was the best expert, very sincere, experienced and nice. He cared about us. He
could adjust to the Nepali culture”.
Senior Experts (SES)
“They were very qualified, professional, dedicated, helpful and willing to answer to
questions”.
“He was very good, helpful, and cooperative. He was very family. He showed good
manner”.
Table 16: Comparison between SEC and SES: collaboration with the Senior Experts (interviews’ statements)
Chapter 4: Comparisons between SEC and SES’ processes 57
Impact Analysis of Senior Experts in Nepal
4.2 Communication
4.2.1 Before the assignments
Figure 26: Comparison between SEC and SES: communication with the Senior Experts (before the assignments)
Comparing SEC and SES in terms of communication before the assignment reveals a
significantly different structure of communication. Concerning SEC, 89% of clients
have been in contact with the Senior Expert(s) before the assignment(s), to some
varying degree. As for SES, 60% of clients were often in contact with the Senior
Expert(s), 13% had some contact, and 27% no contact at all.
Being in contact with clients before the assignment is of utmost importance, and this
can be emphasized by the following statement, “It takes him/her one or two weeks
when he/she comes here to prepare”. Furthermore, having regular contact with clients
can ensure that time is not wasted when the Senior Expert arrives.
41%
60%
48%
13% 11%
27%
0%
10%
20%
30%
40%
50%
60%
70%
SEC SES
Communication with the Senior Experts before the assignments
Often
Quite a Bit
Not at all
Chapter 4: Comparisons between SEC and SES’ processes 58
Impact Analysis of Senior Experts in Nepal
4.2.2 During the assignments
Figure 27: Comparison between SEC and SES: communication with the Senior Experts (during the assignments)
At first glance, the results might appear to be very different in nature. However,
globally, the results show that the communication between clients and Senior Experts
during the assignment is very good indeed.
Furthermore, it shows how the Senior Experts are able to overcome large language
barriers with innovative ways of teaching. Stated in several of the interviews, the
Senior Experts were able to teach by showing, and it proved to be a very successful
way of teaching.
The team is not able to explain why 2% of SEC’s clients answered ‘very poor’ to this
question; no evidence found in the surveys could offer an exact explanation.
52%
87%
36%
13% 9%
2%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
SEC SES
Communication with the Senior Experts during the assignments
Excellent
Very Good
Satisfactory
Very Poor
Unacceptable
Chapter 4: Comparisons between SEC and SES’ processes 59
Impact Analysis of Senior Experts in Nepal
4.3 Fulfilment of clients’ expectations
Figure 28: Comparison between SEC and SES: fulfilment of clients’ expectations
Expectations are difficult to fulfil, since the expectation range can vary widely from
client to client. However, globally the results are very positive both for SEC and SES.
For SEC, there is little evidence that supports an explanation as to why 2% answered
‘very poor’ to this question. However the team makes the assumption, based on
statements from the clients, that the client received a Senior Expert for another field of
expertise than the one requested.
On the other hand, there are certain aspects clients’ states in the interviews that are of
interest:
Length and frequency of the assignments: “One month was ok, but more
often”, “I think one month was too short for us, it could have been two months”,
“If we could have had longer time, it would have been more useful…” These
statements are found throughout the interviews, and stipulate that follow-up
assignments are needed to ensure the longevity of the assignment.
43%
60%
32% 33%
23%
7%
2%
0%
10%
20%
30%
40%
50%
60%
70%
SEC SES
Fulfillment of clients' expectations
Excellent
Very Good
Satisfactory
Very Poor
Unacceptable
Chapter 4: Comparisons between SEC and SES’ processes 60
Impact Analysis of Senior Experts in Nepal
Market place: It is important that Senior Experts have some knowledge about
the Nepali market place in order to avoid the development of new products
which do not meet the customers’ needs.
Sending the same Senior Expert: If the relationship between the Senior
Expert and the client is favourable, it is essential to send the same Senior
Expert for a follow-up assignment.
Senior Experts’ dedication and motivation: Both SEC and SES Senior
Experts show motivation and dedication towards the projects in the sense that
they continue to assist the clients after assignments.
Chapter 4: Comparisons between SEC and SES’ processes 61
Impact Analysis of Senior Experts in Nepal
4.4 Conclusion
Similarities between SEC and SES
Collaboration with the local coordinators
The local coordinators of both SEC and
SES show motivation and excellent
performance regarding the assignments
in Nepal. Both coordinators are a key
value for the success of the assignments.
Collaboration with the Senior Experts
Overall, the Senior Experts show
superior motivation and expertise in
regards to the collaboration process.
Communication during the assignment
Considering cultural and linguistic
differences, the Senior Experts
demonstrate remarkable adaptations to
the given conditions.
Table 17: Similarities between SEC and SES processes
Chapter 4: Comparisons between SEC and SES’ processes 62
Impact Analysis of Senior Experts in Nepal
Differences between SEC and
SES Comments
SEC SES
Communication
before the
assignments
Overall,
communication
before
assignments is
established to
some extent,
with a relatively
low percentage
of non-
communicating
parties.
When
communication
is established, it
is continuous.
However,
almost one third
is not in contact
before
assignments.
The important thing to note
here is that both
organizations have room for
improvements regarding the
communication process
before the assignments.
Considering the short length
of assignments, it is
imperative to establish a
regular communication
structure between the
Senior Experts and the
clients, in order to avoid
waste of time during the
actual assignment.
Frequency of
assignments
High number of
individual
assignments
and low number
of follow-up
assignments.
Low number of
assignments
and high
number of
follow-up
assignments.
Having follow-up
assignments is one of the
key criteria to ensure long-
term success of
assignments.
Table 18: Differences between SEC and SES processes
Chapter 6: Success stories 63
Impact Analysis of Senior Experts in Nepal
5 Success stories
5.1 Senior Expert Corps
Company: Victor Hugo Manjushree Vidyapith
The school Victor Hugo Manjushree Vidyapith is a primary school founded in 2005.
When Mr Pramod Khakurel and Mrs Saru Bhetwal became the owners of the school in
2011, after spending many years in France, they realised that the Nepali education
system could be improved “In Nepal, our problem is that our children do not think, they
are learning by heart. Even the teachers go to school without thinking and usually ask
to students: what can I teach you? The main problem is to train teacher who never had
trainings and if you want to hire experienced teacher, it is really expensive for a
primary school” explains Mr Pramod. To do so, he decided to apply for a Senior
Experts’ assignment offered by SEC. Two Senior Experts, Urs and Dora, came to the
school twice times between 2013 and 2014.
They mainly taught the teachers to “prepare a lesson plan” before each class, to
“separate the class by difference of knowledge” to implement “six levels of questions”
and to “give homework” to children. Moreover, they also explained the importance of
hygiene to students, especially “how to wash their hands with soap”. On the other
hand, as power cuts are frequent in Nepal, “Urs and Dora suggested installing some
solar panels” explains Mr Pramod.
As a result of the Senior Experts’ assignments, the performance of teachers has
significantly improved. “I have become a better teacher. I have lots of confidence now.
For me, managing the class by level and the 6 levels of questions motivate children
and I still follow it” explains a teacher. Furthermore, the communication and
relationship between children and teachers have been enhanced. “We had morning
assembly where only children were singing. Students and teachers have been singing
together for two years now” explains Mr Pramod. The school is also more sustainable
than before the assignment as the director mentioned “we had a lot of problems of
electricity. Today, we have 60 solar panels, which means 24 hours of electricity. All the
computers are linked to it. If there is a power cut, we have electricity for 2 days. This is
Chapter 6: Success stories 64
Impact Analysis of Senior Experts in Nepal
a major change and it is fantastic”. Last but not least, these assignments have
contributed to enhancing the performance of students and to make them happier.
“When you go to class and you see children without education expressing themselves
in English, it is not the case in other schools. Some students who went to expensive
school because they provide good quality education now realise that we are doing the
same thing for poor people, not only for the rich. Our students do not want to go back
home because they love the school. Once they are here, they don’t want to go to
another school” explains Mr Pramod.
It goes without saying that the school Victor Hugo Manjushree Vidyapith, thanks to the
help of SEC and its experts, now provides poor children with high quality teaching that
competes with expensive private schools. Children are so happy that they do not want
to leave the school. Teachers who never received any training before have learned
“how to use materials, how to evaluate knowledge, to acquire knowledge” with the
support of the Senior Experts. “Whenever someone says that we will have training, we
become so happy and we think it is an opportunity” explains a teacher.
Chapter 6: Success stories 65
Impact Analysis of Senior Experts in Nepal
5.2 Senior Experten Service
Company:The Self-Help Group for Cerebral Palsy
The Self-Help Group for Cerebral Palsy is a non-governmental and non-profit
organization, founded 27 years ago with the goal to support people with cerebral palsy
and their family.
Before 2006, “this organization was really isolated, doctors were establishing wrong
diagnoses” explains Mr. Bimal, current CEO of the clinic. It was prevalent in this
association as well as in other clinics and hospitals in Nepal as doctors generally learn
from books and barely have practice. However, when Mr. Bimal joined the Self-Help
Group for Cerebral Palsy in 2006, he also brought with him the ambition to train the
doctors in order to provide adapted treatments to children diagnosed with cerebral
palsy. “Technical doctors are the backbone of the organization, so they need to be
good” explains Mr. Bimal. To do so, he decided to apply for a Senior Experts’
assignment offered by SES.
Following this, Prof. Gunter Gross-Selbeck and his wife, Sr. PT Claudia, have come
once a year to the clinic. They succeeded in transferring their expertise that
practitioners could not learn from any books through the hands-on trainings. “After
noticing my interest for cerebral palsy’s treatment, Dr. Gunter asked me to inject Botox
to CP children, which was not happening in Nepal before. I am now the only one in
Nepal to practise Botox injections and I present my work during many seminars”
explains a doctor. Apart from medical technique or knowledge, Sr. PT Claudia also
taught excellent virtues to be a competent doctor. “Before we examined 20 children in
one hour. Now I try to spend 45min with all children” explains a physiotherapist.
Moreover, annual training sessions and long-term follow-ups allowed doctors to
become, not only better, but excellent. “One of our doctors is a paediatrician. Before
he was trained by SES experts, he did not know about the medicine and small
children. Today, there are around 300 paediatricians in Nepal and they all refer to him.
This is a big success. Indeed, after four years of learning with SES, he has grown up
and become a star” explains Mr Bimal.
Chapter 6: Success stories 66
Impact Analysis of Senior Experts in Nepal
As a result of the improvement in doctors’ performance, the Self-Help Group for
Cerebral Palsy could upgrade the quality of their medical service to the same level as
that in hospitals in developed countries. “We feel very proud when people who went
abroad tell us that the standard is the same here. The Nepali population has an
access to a service that was not available in Nepal before, only abroad” Even parents
of children are happily surprised when they come for the first time to the clinic. “A
father was in Kathmandu where he spent three months before coming here. He went
to many NGOs, many hospitals, and one recommended him to come here. He told me
that he did not believe that Nepal had such service, a real service. This quality is
actually established by SES and the Senior Experts” explains Mr Bimal.
Though the Self-Help Group for Cerebral Palsy has achieved incomparable successes
with the support of SES, it is not complacent about its current position as a leading
hospital in Nepal. Its members are still eager to learn further to discover effective ways
to cure more children and ensure better health for them.
Chapter 6: Best practices 67
Impact Analysis of Senior Experts in Nepal
6 Best practices
6.1 Description
Step 1 Before the assignments
Regular contact between the client and the Senior Experts. It is imperative to
ensure that the Senior Experts are continuously in contact with the client before the
beginning of the assignments. The goal is to reduce the time spent on site to collect
information about the clients’ situation and acquire knowledge about the Nepali
market. This is even more important if only one short assignment is conducted. In the
field, SEC's Senior Experts are in general more in contact with clients before the
assignments than SES.
Strict clients’ selection. It is essential that the local coordinators select clients who
are willing to improve their businesses and clearly define the companies’ problems to
solve. The goal is to guarantee that the right Senior Expert is chosen. Both SEC and
SES coordinators are in general aware of this.
Table 19: Best practices before the assignments
Chapter 6: Best practices 68
Impact Analysis of Senior Experts in Nepal
Step 2 During the assignments
Regular follow ups done by the local coordinators. This practice is followed by
both SEC and SES coordinators and is highly appreciated by the clients. Besides the
fact that potential issues can be highlighted; it allows coordinators to develop a
trustful relationship with the client.
Willingness of the Senior Experts to adapt to different cultures. It is essential
that the Senior Experts are able to understand and adapt to all cultural aspects. Both
SEC and SES Senior Experts demonstrate ability to adjust to a different culture,
which explains the overall positive results of assignments. All clients interviewed are
highly satisfied with Seniors Experts.
Table 20: Best practices during the assignments
Step 3 After the assignments
Conduction of follow-ups (new assignment for the same client). In order to
ensure that the management, which is the leading factor of sustainability and
competitiveness, is well-trained and able to teach new employees, it is imperative that
follow-ups are conducted. This is even more important since Nepal is facing a high
employee turnover. Moreover, follow-ups are the only solution to verify that the
management is following Senior Experts' recommendations and is able to implement
them. SES is currently following this practice with an average of two assignments per
client in Nepal.
Conduction of personal follow-ups by the Senior Experts. Most of the Senior
Experts are regularly in contact with the clients who they advise after the
assignments. They usually communicate by email. Clients are extremely thankful for
the assistance provided by the Senior Experts in case of problems. Both SEC and
SES Senior Experts generally follow this practice.
Table 21: Best practices after the assignments
Chapter 6: Best practices 69
Impact Analysis of Senior Experts in Nepal
6.2 Recommendations
6.2.1 Senior Expert Corps
1) Encourage the Senior Expert and the client to exchange information about the
company’s situation before the assignment on a regular basis.
2) Encourage the local coordinator to carefully select clients who are willing to
learn and show motivation.
3) Ensure that the local coordinator continues to maintain regular contact with the
client during the assignment
4) Implement at least one follow-up assignment per client
5) Continue to foster the relationship between the headquarters and the local
coordinator
6) Continue to conduct successful assignments in Nepal
6.2.2 Senior Experten Service
1) Ensure that the Senior Expert and the client exchange information about the
company’s situation before the assignment on a regular basis.
2) Encourage the local coordinator to carefully select clients who are willing to
learn and show motivation.
3) Ensure that the local coordinator continues to maintain regular contact with the
client during the assignment
4) Continue to conduct follow-up assignments
5) Continue to foster the relationship between the headquarters and the local
coordinator
6) Continue to conduct successful assignments in Nepal
Chapter 7: Reflection of the goals 70
Impact Analysis of Senior Experts in Nepal
7 Reflection of the goals
This chapter will present goals determined at the beginning of the project and a
reflection about whether and how they were achieved.
1. The impact of Senior Expert assignments on clients of SEC and SES in Nepal
is evaluated.
To achieve this goal, two methods were utilized: a quantitative online survey as well as
qualitative interviews. This was done in order to ensure reliable and valid data sets
which could yield relatable and sufficient results. Additionally, MSC methodology was
implemented for the qualitative interviews. This was done to ensure that the interviews
could be interpreted to yield valid results. Both methods were conducted and were
highly successful, and it was thus possible to measure the impact and the outcome of
the assignments in Nepal in a sufficient way.
2. The most significant change for customers due to an assignment has been
established and possible success stories of Senior Expert assignments (SEC
and SES) in Nepal are collected.
To fulfil this goal, the online quantitative survey and the qualitative interviews were
utilized to triangulate and detect significant changes for clients due to an assignment.
With statistical tools, and MSC interpretation of qualitative interviews, it was possible
to detect significant changes, at several levels, and the goal was thus successful.
Through the analysis, the team retrieved success stories for both SEC and SES.
3. Comparisons between SEC and SES assignments in Nepal are made.
Differences and similarities between the results of both organizations are made
visible. Suggestions for improvements or further development are drawn from
the comparisons between SEC and SES.
Chapter 7: Reflection of the goals 71
Impact Analysis of Senior Experts in Nepal
To be able to compare SEC and SES assignments, both the online quantitative survey
and the qualitative interviews were utilized.
With proper statistical instruments, it was possible to compare SEC and SES in
regards to the quantitative survey.
Concerning the qualitative interviews, the comparison was made possible via a
thorough interpretation of the clients’ statements.
Although the proportion of sample size differed, this goal was fulfilled and valuable
information was retrieved.
Via this process, suggestions for future improvements were proposed.
4. Based on the received inputs, possible best practices and suggestions for
improvements or further development of the programs were proposed.
Via the entire process, in other words, the analysis of all data material, it was possible
to establish best practices as well as provide suggestions for improvements and a
proposal for the further development of the programmes. The goal was thus
accomplished.
Chapter 8: Self-Reflection 72
Impact Analysis of Senior Experts in Nepal
8 Self-Reflection
“Prior to this project I had little to no knowledge about teamwork, intercultural aspects,
professional communication and collaboration processes. Furthermore, being selected
as the team leader for such a complex and diverse project was a humbling statement
of trust from my dear teammates.
Due to the nature of the project, dealing with different expectations of different clients,
different cultures within the team, conducting our research in a foreign country, this
project has truly been an obstacle course filled with challenges from the very start.
Through this process as the obstacles commenced, I learned that the only way to
tackle such obstacles were to face them straight on, and to deal with the reality of the
situation.
The most challenging aspect of the project was by far the intercultural aspect,
especially in regards to communication. It sure takes time to fathom how to tackle a
multicultural diverse situation. Such a diverse situation was and is prone to generate a
wide array of misinterpretations. However, with the openness of the team, clients and
the coach, I was able to get a deeper awareness about the intrinsic differences of
different cultures.
I cannot say that I understand all aspects of different cultures, communication and
collaboration, but I can definitely say that I am much more aware as a person, I now
accept the differences; I will never criticise other cultures and their way of method
again, I rather engulf in the treasure-trove of awaiting knowledge. I am truly grateful
that I have been able to discover my strengths and weaknesses in aforesaid
situations. Moreover, that I have been able to learn ample knowledge about other
cultures and communication.”
Simon Linder Ågheim
Chapter 8: Self-Reflection 73
Impact Analysis of Senior Experts in Nepal
“From my perspective, I’m very grateful for the experience of working on this project
with different nationalities. As in any team we had some issues in the beginning, for
example how to explain or allocate work amongst the team. The main reason was the
communication, but I would like to highlight that we all put in a lot of efforts to solve
this problem and we succeeded. It was my first experience doing a consulting project
and it was very helpful. I have learned things that will help me in the future. Like I said
before, I do not have any experience about consulting projects, I have now a real
conception about the steps that I need to follow to create a viable project. Other
important things that I learned and the most important in my opinion, was how to work
with people from other countries and other cultures. I mean working with my team and
the companies, the experience that I obtained, it was truly great because it was my
first experience working with another language that I do not frequently use.
Fernando Ovalle
“The consulting project was a new and different challenge for me. When I looked at
the syllabus of the consulting project before the semester, it caught my interest
because it looked so different from any other lectures. I taught I could not skip out on
this opportunity that is truly unique. So I chose to take the consulting project. However,
at the beginning, the project was massive and appeared to be something almost not
accomplishable for me. I perceived the project to be very complicated and I felt that my
language expertise was somewhat inferior for the task. Moreover, I could really see
that my language ability evolved during the entire project. I appreciated that I could
look at how Swiss and German companies work. When something was difficult in
regards to the work, the team would always gladly assist me. However, there could
sometimes be conflicts because of the cultural difference. It was not easy at times to
understand the cultural characteristics. However, we could resolve those problems
through in depth and open conversation. Finally, we found ways to delegate work and
it worked well. On the other hand, this project gave me insight and knowledge about
culture and teamwork. For example, thanks to this project, I now have understanding
of the importance of work in developing countries”
Dongkyun Ha
Chapter 8: Self-Reflection 74
Impact Analysis of Senior Experts in Nepal
This project was my first working experience as a member of an international
consulting team. I had realised two consulting projects for French companies the past
two years but it was completely different than to work for two international clients. The
focus is not the same. I discovered that establishing a clear and realistic project plan,
explaining the methods that will be used in the project were fundamental before
starting any research. That was something I have never been used to. If at the
beginning, I admit I was little perplexed, I realised, after the issue we faced during the
conduction of the online survey that planning tasks and anticipating problems as well
as communicating with the clients on a regular basis were essential to avoid
misunderstanding and complications. That is the main lesson I learned and that I will
apply in the future. Moreover, I am really thankful for having the opportunity to work on
a project about Nepal. This was a personal enriching experience that broadened my
mind and made me realise how culture can differ from a country to another and how
important it is to take this factor into consideration. Analysing results of a country
should always start first with learning about the culture to avoid misinterpretations.”
Aline Rouvroy
“Through this project, I acquired valuable lessons that I could not learn from my
academically focused home university. As it was my first time to do the Consulting
project, I sometimes struggled a lot with the tasks that were given to me. To be more
specific, setting project goals and making the interview guides demanded good
English skills and a complete understanding of the whole project. Though I tried to
comprehend all the information regarding this project, it was still not easy for me to
establish right goals and make ideal questions. Thanks to our team members’ support
and advice, I was able to find the reasons of my difficulties and improved further. On
the other hand, transcription and summary of the interviews were not so difficult but it
required much time to finish. However, this process helped me to understand the
project better. Moreover, I could prepare myself in internationalized working
environments by collaborating with a multicultural team. This is because this project
helped me to realize the importance of accepting different working styles and
perspectives generated by diverse cultures in order to lead a great teamwork.”
Sung A Shin
Bibilography 75
Impact Analysis of Senior Experts in Nepal
Bibliography
Cohen, D. & Crabtree, B. (July 2006). Qualitative Research Guidelines Project.
Retrieved on March 19th, 2015 from http://www.qualres.org/HomeSemi-3629.html
Davies, R. & Dart, J. (2005). The ‘Most Significant Change’ (MSC) Technique.
Retrieved March 15th, 2015 from http://www.mande.co.uk/docs/MSCGuide.pdf
Elliott, A. C. & Woodward, W. A. (2007). Statistical Analysis Quick Reference
Guidebook. Retrieved on May 3rd, 2015 from
http://www.stattutorials.com/SPSS/TUTORIAL-SPSS-two-sample-t-test.htm
Garczynski, J. (2014). Bivariate Correlation in SPSS. Retrieved on May 2nd, 2015
from http://cooklibrary.towson.edu/helpguides/guides/correlationspss.pdf
Techopedia. (No Date). Multiple Regression. Retrieved on May 3rd, 2015 from
http://www.techopedia.com/definition/27369/multiple-regression
Declaration
We hereby declare, that we:
- author this report independently and quote all used sources.
- do not pass any information from the company to unauthorized third parties; not
even beyond the project work.
- do not hand out copies from this report to any third parties without approval of WTT
and the customer.
St Gallen, 17.05.15 Simon Linder Ågheim
Aline Rouvroy
Sung A Shin
Fernando Ovalle
Dongkyun Ha
Recommended