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E-Tray Exercise 1
Bannon & Loew Consulting - Questions
Instructions
Please read the instructions on this page, then turn over the page to begin the exercise.
There are 10 e-mails requiring your response, each appear just as you would use in an office
environment. Some of these items may appear to describe isolated issues, while others link
to one or more of the other items. Some of the e-mails could require information found on
certain documents, these have been provided in the documents section, or they might refer
to attachments which are provided alongside the corresponding e-mail.
Your task is to respond to as many of the emails as you can within the time limit of 60
minutes. You must read the background information which gives you useful information
about the role you are being asked to assume and the company you are working for. When
replying to the emails try to imagine yourself in a work environment. You will not receive
replies to any of your emails during the exercise, so reply to the best of your ability.
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Background Information
Bannon & Loew Consulting is a firm of business strategists, originally founded by brothers Robert
and Gregory Bannon in Chicago under the moniker Bannon & Bannon. Following the rising
success of the consultancy during the 80s, Cynthia Loew partnered with the firm in 1989
resulting in Bannon & Loew Consulting as the company is now known. The firm currently has
three locations, each overseen by one of the partners. Gregory Bannon is the acting senior
executive of the Chicago office, with Robert Bannon running the New York office and Cynthia
Loew based in London. Each office has Financial, Operations and Risk consultancy divisions that
work independently, with the option of establishing a symbiotic relationship if required for a
particular client. The Chicago, New York and London locations also have Human Resources,
Marketing, Information Technology and Administrative departments, which are required for
internal purposes only and do not contribute to the client consultation process itself.
Consultancy
The consultancy side of the business is the largest part of the company structure and consists of
separate divisions: Financial Management, Operations Management and Risk Management
consulting. Each consulting division deals with clients relevant to its respective unit, collaborating
on occasion if a project produces significant overlap with one or more of the other consultancy
sectors.
Financial Management Consulting Typically concerned with the effective management of
funds, capital raising, debt and deal financing. Financial management meets client objectives
through acquisition and allocation of capital, assessment of profit margins, identification of
causality regarding revenue, assigning short term resources and producing budgeting
frameworks. This allows a business to run as economically as possible, balancing investments,
future ventures, debt, cash, debtors and creditors.
Projects usually entail:
- Establishing financial frameworks to guide clients towards goal acquisition, while
maintaining economic boundaries.
- Alleviating client concerns through assessment of resources and provision of actionable
reports.
Operations Management Consulting This area of consulting is concerned with assessing the
internal structure of a company and implementing strategies to utilise production potential.
Although operations consultancy is traditionally applied to product based companies or
manufacturing plants, the core elements of its principal can largely be applied to service-based
businesses and various organisational structures.
Projects usually entail:
- Identifying areas of improvement within existing procedures and providing agendas for
strategic development.
- Examining workflow and aiding clients to enhance companywide efficiency.
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Risk Management Consulting Generally focuses on the assessment of insurable and uninsurable risks to a company, whether in relation to undertaking new projects, unforeseen
expenditures, due diligence, written contacts or allocation of capital and revenue growth. Risk
assessment consultants identify potential threats to corporate achievement and aim to
circumvent matters that could jeopardise objectives.
Projects usually entail:
- Diagnosing potential threats to business development and ensuring the client has full
awareness of prospective setbacks.
- Implementation of insurance policies to safeguard the client against undesirable
circumstances.
Situation
Following a recent office dispute leading to the sudden departure of a staff member from the
London office, you have been asked to transfer from your current position at the Chicago site to
replace a much-needed consultant within the Financial Management division of the London
office. Due to the urgency of projects being handled at the somewhat understaffed UK base, a
meeting among the Senior Consultants concluded that this will be the best way to utilise current
resources. It is likely that your services will be required in London over the next couple of weeks,
while a suitable candidate is selected to take up the position in the long term. Although you have
been working for Bannon & Loew Consulting for the past six months and are familiar with the
companys client work, you have always been located in Chicago and are unfamiliar with the
London set-up. You have been informed that staff should be available upon arrival to bring you
up to speed on the current situation and status of the impending projects, however it is required
that you handle the transition as efficiently as possible in order to actively assist the staff in
meeting deadlines.
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E-mails: E-mail 1
-----------------------------------------------------------------------------------------------From: Anne Matheson
To: _____
Subject: Welcome to London
Sent: 17:32 Sunday 6th October
-------------------------------------------------------------------------------------------------------------------------------------Hello _____,
Just a quick e-mail to thank you for joining us during this hectic time, Cynthia is thrilled that you
were willing to assist on the current projects given Rons recent departure. Ive included some
information about the people you will be working with over the next couple of weeks, in the hope
that it will help you to settle into our finance department and ease the transition period.
As you know we are going to require efficiency and initiative in order to complete the tasks at hand,
so it would be greatly valued if you could use your professional judgement when responding to your
new colleagues. Im not sure which company model you have been following in the Chicago branch,
but our office adheres to the Perpetual Improvement Wheel which you can access in your
documents. If you are ever unsure of the procedures we would like you to follow while working with
us, or the standards we work to, we recommend that you have a look through it.
If you have any queries, or are unsure of who could provide valid input on certain matters, feel free
to refer to the organogram and familiarise yourself with the personnel structure. I have also
attached some useful background information on the London team.
Kind regards,
Anne Matheson
-------------------------------------------------------------------------------------------------------------------------------------Employee Profiles London
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E-mails: E-mail 2
-----------------------------------------------------------------------------------------------From: Julia Rafferty
To: Ron Henderson
Subject: Baxter LLC
Sent: 14:47 Thursday 3rd October
-------------------------------------------------------------------------------------------------------------------------------------Ron,
As you know there are some issues regarding the Baxter LLC account; they are concerned about the
strategies we are planning to implement and dont seem convinced that we can make a worthwhile
improvement to the current figures. I think it is important that we meet with their directors and go
over our assessment with them, so that they understand it better and feel more confident moving
forward.
The only problem is fitting the meeting in, I know that you already have some things booked into
your calendar but I really feel its important they speak to a Consultant. Baxter LLC are big clients and
we dont want to lose them. I would appreciate your feedback as soon as possible, preferably no
later than Tuesday. Feel free to bring anyone up to speed who you feel could provide valuable
feedback concerning this matter.
Also, I have reviewed your financial assessment of PNC Holdings that you asked me to check and I
can see nothing wrong it looks good to go.
Thanks,
Julia
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E-mails: E-mail 3
-----------------------------------------------------------------------------------------------From: Mark Robinson
To: _____
Subject: Holiday Entitlement Jessica Campbell
Sent: 10:09 Monday 7th October
--------------------------------------------------------------------------------------------------------------------------------------
Hi ____,
Firstly, welcome to the London office, I hope you are settling in and that the team have been helpful,
filling you in on any important matters.
Secondly, I apologise for delving straight into business, but there is a matter concerning one of the
Junior Consultants having booked holiday time, during what looks set to be a very busy time for the
company. It was originally something I had asked Ron to deal with, as he signed it off in the first
place, but as you know he is no longer working with us. Ive spoken with Jessica and the leave was
booked for her wedding, also when requesting the holiday she did give the notice required. I am
happy for you to deal with it in any manner you see fit, whether it involves cancelling Jessicas
holiday or if you can provide an alternative solution, either way I would be eager to hear your
solution seeing as you have a fresh pair of eyes regarding this matter.
If you could let me know your thoughts by the end of the day, that would be most appreciated.
Also, thanks for your contribution to the London office at this time.
Kind regards,
Mark Robinson
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E-mails: E-mail 4
-----------------------------------------------------------------------------------------------From: Alison Lambert
To: _____
Subject: Employee Disputes
Sent: 13:51 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------_____,
As I am sure you are aware, the department has had some issues regarding staff disputes as of late,
which became most apparent in the case of Ron Hendersons abrupt departure. Given the large
number of projects the branch has been working on recently, with deadlines looming, we cannot
afford to have an unsettled workforce. I have been informed that one of the Junior Consultants,
Peter Harlow, may have been involved in Ron Hendersons resignation. Similarly, it has been brought
to my attention that some of the remaining members of the Financial Management team,
particularly Simon ONeil, may also be experiencing difficulties with Peter. Naturally we want to get
to the bottom of this and ensure that the department is running smoothly as soon as possible.
As you are new to the London office, I am particularly interested to know if you pick up on anything
at all concerning these matters. If you do come across anything, please either contact myself or
Mark Robinson.
Much appreciated,
Alison Lambert
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E-mails: E-mail 5
-----------------------------------------------------------------------------------------------From: Simon ONeil
To: ____,
Subject: Overseeing Junior Consultants
Sent: 15:12 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------Hello ____,
Welcome to the team! Im not sure if you have been made aware of this but at the London office we
have a mentoring programme to aid our Junior Consultants in their development here by providing
individual feedback sessions every month. It consists of a 1:1 meeting between a consultant and a
junior; the pairing rotates each month so that the juniors get an equal number of reviews from each
consultant. Usually I would be happy to sit in on the session but Ive had a bit of a clash with him
recently and was wondering if you would be willing to look over Peter Harlows record and
administer his evaluation this month?
I would greatly appreciate it, but understand if you are unable. Either way please let me know by
Wednesday.
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E-mails: E-mail 6
-----------------------------------------------------------------------------------------------From: George Kalimisarkis
To: ______
Subject: Prospective Business Meeting
Sent: 15:28 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------_____,
I received a phone call earlier from Reidis Ltd, they are a marketing agency interested in utilising
their current resources and streamlining the internal structure of the business. Although it sounds
like something that Operations would be able to deal with, the lead came through to us and we have
rather hit it off (perhaps because we had a long chat about sailing!). Following a phone conversation
they had with Lee Hussein, Reidis Ltd would be interested in coming to meet with us sometime next
week, would you be able to go ahead with this?
Any thoughts you have regarding this matter would be greatly appreciated, it would be preferable if
you could contact me by the end of the day tomorrow so that I can go ahead and arrange any
necessary meetings.
Kind Regards,
George
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E-mails: E-mail 7
-----------------------------------------------------------------------------------------------From: Peter Harlow
To: _____
Subject: Co-worker Inefficiency
Sent: 16:07 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------Hello ____,
I was told that youll be stepping in to help out while the higher ups find a replacement for Ron
Henderson. He was responsible for overseeing some of the Junior Consultants, so I assume that I
should contact you regarding any of my concerns, as youre continuing with his duties. It has become
increasingly apparent that Lee Hussein, a fellow Junior Consultant, is somewhat incapable of
performing his duties to an adequate standard. He often completes tasks to a level that is barely
satisfactory and I am concerned that this will deter our clients from returning to us for future
projects. He was a disaster when attempting to encourage business from Reidis Ltd when they
called last week regarding their current company structure. I doubt that they would even consider us
again for future projects after his performance.
I think it is important that you are aware of this issue as he is currently working on some pretty high
profile cases, and I wasnt sure if I should take over from him for the time being? I would be more
than happy to step in and help out the company if you think it for the best.
If you could let me know your decision by the end of the day tomorrow so that I can step in ASAP,
that would be great.
Best,
Peter Harlow
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E-mails: E-mail 8
-----------------------------------------------------------------------------------------------From: Julia Rafferty
To: _____
Subject: NorthQuest Holdings
Sent: 14:13 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------Im in a bit of a predicament regarding the NorthQuest Holdings project and was wondering if you
dont mind giving your opinion on something? I need to get the figures over to them by close of play
but as it stands; the streamlining has only resulted in a 4.7% reduction to their overheads and ideally
they were hoping for 6%. Would you be happy to sign off on the figures as is, or would it be best to
look into it further? Both Simon and George are tied up for the rest of the day so I would really
appreciate your input.
Thanks very much!
Julia
------------------------------------------------------------------------------------------------------------------------------------Streamlining-Proposal-Rev4
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E-mails: E-mail 9
-----------------------------------------------------------------------------------------------From: Mark Robinson
To: ______
Subject: Ron Henderson - Missing Information
Sent: 11:53 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------______,
I hope you are enjoying your time here with us in London and that things havent been too stressful,
unfortunately Im having some trouble locating part of Ron Hendersons financial assessment of PNC
Holdings yearly turnover. As you know we are unable to contact Ron at this time and we desperately
need that information. I know that this project is unfamiliar to you and I am aware that you have a
lot of pressing matters to attend to, but we are stretched pretty thin at the moment and it would be
really helpful if you could have a look through his workings and see if you find anything of use.
If you feel that you are truly unable to help with this matter, please let me know by the 8th so that I
can arrange for someone to start afresh.
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E-mails: E-mail 10
-----------------------------------------------------------------------------------------------From: Simon ONeil
To: ______
Subject: Unwanted Publicity
Sent: 15:33 Monday 7th October
-------------------------------------------------------------------------------------------------------------------------------------Hi ____,
Weve got a bit of a bit of a problem concerning the privacy of one of our clients. Im not sure how
well youve been briefed on the Baxter LLC project, but they didnt want word to get out that they
were using a financial management consultancy. They were concerned that either the press or their
competitors would put a negative spin on it and they are experiencing financial trouble. It looks like
someone must have found out because weve been contacted by someone trying to confirm that
Baxter LLC is currently a client of ours. Unfortunately, I think we can expect this to be public
knowledge within the next few days which is less than ideal, so Id appreciate your input as to how
we handle this fiasco. Preferably sooner rather than later, I reckon we need to resolve this before
Baxter LLCs shareholder meeting on the 9th October.
Sorry to drop this on you,
Thanks,
Simon
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Document Title
Organogram
Perpetual Improvement Wheel
Perpetual Improvement Wheel: Case Study
Contact List
Holiday and Leave Policy
Sickness Absence Policy
Calendar
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Item 1 - Organogram
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Position
Alison Lambert
Director
Mark Robinson
Senior Consultant
Julia Rafferty
Consultant
Simon Oneil
Consultant
George kalimisarkis
Consultant
Lee Hussein
Junior Consultant
Peter Harlow
Junior Consultant
Jessica Campbell
Junior Consultant
Name
Position
Department
Email address
Cynthia Loew
Senior partner
Sectary to the
senior partner
N/A
cynthia.loew@bandlc.co.uk
N/A
anne.matheson@bandlc.co.uk
Anne Matheson
Roger Townsend
Director
Anthony parsons
Senior Consultant
Lucy Jenkins
Consultant
Afolable Adwantin
Consultant
Daniel Epstein
Consultant
Alan Stevens
Director
Nathan Hume
Senior Consultant
Harry Martin
Consultant
Edward Mears
Consultant
Anousska Hanssen
Consultant
Kathy Mead
Director
Department
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Financial
Management)
Consulting (Operations
Management)
Consulting (Operations
Management)
Consulting (Operations
Management)
Consulting (Operations
Management)
Consulting (Operations
Management)
Consulting (Risk
Management)
Consulting (Risk
Management)
Consulting (Risk
Management)
Consulting (Risk
Management)
Consulting (Risk
Management)
Marketing
Email address
alison.lambert@bandlc.co.uk
mark.robinson@bandlc.co.uk
Julia.rafferty@bandlc.co.uk
simononeil@bandlc.co.uk
georgekalimisarkis@bandlc.co.uk
lee.hussein@bandlc.co.uk
Peter.harlow@bandlc.co.uk
Jessica.campbell@bandlc.co.uk
rogertownsend@bandlc.co.uk
anothony.parsons@bandlc.co.uk
lucy.jenkins@bandlc.co.uk
afolable.adwantin@bandlc.co.uk
daniel.epstein@bandlc.co.uk
alanstevens@bandlc.co.uk
Nathan.hume@bandlc.co.uk
Nathan.hume@bandlc.co.uk
edward.mears@bandlc.co.uk
anousska.hassen@bandlc.co.uk
kathy.mead@bandlc.co.uk
Mathew Hill
Director
HR
mathew.hill@bandlc.co.uk
Tom Reynolds
Director
IT
tom.reynolds@bandlc.co.uk
Sayid Naveer
Director
Administration
sayid.naveer@bandlc.co.uk
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Good Friday
Easter Monday
May Day
Spring Bank Holiday
August Bank Holiday
5.2 Employees working full-time will be entitled to all public holidays in the leave year.
5.3 Employees working part-time will be entitled to public holidays at a rate proportionate to their
number of hours worked per week. These public holidays will be specified in the initial contract of
employment.
5.4 Employees wishing to exchange a public holiday for an additional day of annual leave will be
considered on an individual basis.
6.0 Carryover of annual leave
6.1 Bannon & Loew Consulting expects that all staff are given the opportunity to take all of their
annual leave during that annual leave year for the health and wellbeing of its staff.
6.2 Staff may carry over up to 7 days of annual leave from one annual leave year to the
subsequent annual leave year. Only in exceptional circumstances can more than 7 days of annual
leave be transferred to the subsequent year.
6.3 Before agreeing to leave being carried over, the staff member must raise the issue with their
immediate superior and provide at least 1 months notice before the end of the leave year.
7.0 Entitlement on Leaving
7.1 Employees that leave Bannon & Loew Consulting will be entitled to their remaining annual
leave as payment in lieu or use the remaining annual leave during the notice period.
7.2 leaving employees that have opted to exchange a public holiday for an additional day of annual
leave may also request this as payment in lieu.
8.0 Sickness occurring during annual leave or public holiday
8.1 If an employee falls sick during annual leave then, provided they notify their manager on the
first day of sickness, the period will be classified as sick leave rather than annual leave, allowing
staff to take additional annual leave another time.
8.2 Employees cannot claim an additional day off if sick on a public holiday.
9.0 Additional/unpaid leave
9.1 Additional unpaid leave should be considered on an individual basis. In general, staff should
make every attempt to use annual leave to book time off, and unpaid leave should, in nonexceptional circumstances, not be granted to employees with annual leave days spare. However,
there may be exceptional circumstances in which unpaid leave may be granted.
9.2 Examples in which unpaid leave may be granted include, but are not are not necessarily limited
to:
Nursing sick children/relatives
Handling funeral arrangements
Doctor appointments
9.3 Both employees and line managers must inform payroll of any changes on monthly pay in the
event of allocating unpaid leave
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9.4 Periods of sabbatical or study leave will be decided on an individual basis, with particular
respect to the employee's length of service and continuing professional development plan. These
may be paid or unpaid depending on individual factors.
9.5 Employees are not automatically granted paid time off in lieu for overtime, but it may be given
with prior agreement from the employee's immediate manager.
10.0 Annual leave during periods of suspension
10.1 Any individual who is suspended with pay under the company's disciplinary procedure may
take annual leave, but must first seek the agreement of the investigating manager.
10.2 Individuals suspended without pay are not permitted to take annual leave until the conclusion
of their investigation. Upon the conclusion of the investigation, if the employee is dismissed then
remaining annual leave will be paid in lieu. If the employee is reinstated, remaining annual leave
will become unfreeze and available for booking. Reinstated employees may be provided with
additional annual leave carry over into the next annual leave year, depending on the length of the
suspension.
11.0 Refusal of annual leave
11.1 Bannon & Loew Consulting has the right to refuse a request for annual leave for any reason
deemed reasonable by the employees line manager. However, Bannon & Loew Consulting does
not have the right to refuse an employee annual leave in general, and must make every attempt to
enable its employers to fully use their annual leave.
11.2 In the event that an employee line manager has to cancel annual leave which an employee
has booked, this must be done with as much notice as the amount of leave requested i.e. two
weeks' notice if the leave request was two weeks. Managers are advised to avoid cancelling
annual leave in all but the most exceptional circumstances.
12.0 Maternity/paternity leave and annual leave
Holiday will accrue during paid and unpaid maternity or paternity leave.
13.0 Review of this policy
This policy came into effect on January 1st, 2012 and will be up for review at the end of 2015, with
implementation of the amended policy from the start of 2016.
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Item 7 Calendar
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