CASE 1 — ENPS +176 %: CULTURE & MANAGEMENT OF DAILY LIFE

Tervahauta Consulting was invited to support a 20-person expert organization that had fallen into a crisis in management, HR, and daily operations due to a corporate restructuring. The goal was to build a safe, clear, and proactive management system and to restore trust between the staff and management.

The case pages are intended to serve as a work sample portfolio. They are based on real companies, but for confidentiality reasons, names and other identifiable details have been changed.

INITIAL SITUATION

The organization had deficiencies in many basic areas:

no HR documents (equality, harassment, substance abuse, occupational safety)
no regular meeting structures or 1:1 practices
no role descriptions or salary criteria
irregular communication, no documentation
unclear working time records and interpretation of employer obligations
employees lacked the tools necessary for their work
customers knew more about the company's financial situation than the staff
low psychological safety and clearly negative eNPS

What was done

The direction of the work was only discovered when the whole was made visible. I mapped the root causes, prioritized the most critical issues, and built a progression model where each action supported the next. The goal was not just to improve individual processes, but to create a routine that functions without heroic feats.

1) HR AND A SAFE WORKPLACE – GETTING THE STRUCTURES IN ORDER

the missing HR documents were prepared (equality, harassment, substance abuse, occupational health and safety)
salary criteria and a clear bonus model were created
time tracking instructions were corrected to comply with the law
the process and principles of salary discussions were initiated

2) LEADERSHIP AND DAILY OPERATIONS – CLEAR WEEKLY RHYTHM

Weekly and monthly meetings with agenda and documentation
Clear decision-making models (what is decided, who decides, in what forum)
Development discussions for everyone – including freelancers
HR/payroll included in communication and team meetings
Internal communication standardized (Slack, email, practices)

3) REFORMS RELATED TO TOOLS AND WORK wellbeing

I organized a competitive tender for occupational health services and ensured that support services for well-being were implemented.
Well-being metrics were introduced.
A resource management system (sales, recruitment, capacity) was implemented.
The necessary software and tools were acquired as requested by the staff.
The rules for skill development during working hours were agreed upon.

RESULTS (6–12 MONTHS)

eNPS +176% — from strongly negative to strongly positive
everyday life calmed down, fires decreased
weekly structure and management model stabilized
salary-based compensation and transparency improved
internal trust began to restore
workload leveled off and billing rate improved
customer quality increased and complaints decreased

change of course

Tervahauta Consulting built a clear, safe, and proactive management system for the organization, which provides a foundation for growth, well-being, and a sustainable operating model.