One of the top interior design firms in the country and BioPicLab recently collaborated together. The company has been established for 20 years and employs around 350 people. The company’s primary owner commutes to Bangladesh from a place of residence outside the country. The business initially started with five architects, but one who later joined the sales team was named MD, and a family member of the company owner was retained with the authority to sign checks.

The company’s recruiters requested BioPicLab to determine the cause of the company’s financial crisis and make suggestions for feasible solutions. The chief recruiter, who is also one of the business’s founding members, provided early recruitment insights that the company was falling behind due to the MD and Finance Director, its reputation in the market was deteriorating, and it was being staffed with inept individuals.

Although an attempt was made to outline the task by the recruiter, BioPicLab worked within its own model in this instance. BioPicLab employed a fixed number of executives who worked five days a week on various projects with that organization, with the primary goal of observing their surroundings. 

They gather data from lower-level employees like janitors, peons, drivers, and junior executives, from whom they learn crucial details about the company. For instance, who is sincere in the workplace, who is the head of the syndicate, who belongs to which syndicate among the mid-level employees, who does only their work quietly, what frustrates the majority of employees, etc.

Academics and communities all across the world view surveys as powerful tools. Therefore, BioPicLab also asked office staff to complete a 30-35 question survey so that it could collect quantitative data and identify the important individuals in the workplace. They were spoken to, interviewed, and attempts were made to understand the primary crisis facing the company.

Fund management was the primary area of crisis in this particular interior company. The salary was not paid on time, which is quite erratic. Vendors were used to supply the materials in due time, which is not reimbursed each month. But within seven days, preferred vendors receive the invoice. Despite the inconsistent pay, employees stay on the job, or, to put it another way, they stay on the job here after failing to land a position elsewhere following an interview. It follows naturally from such a crisis management strategy that, if the MD and Finance Director are fired along with the poor performance, the company’s growth prospects will be positive, meeting the expectations of BiopicLab’s recruiters.