Dewey, Cheatum & Howe is a specialist legal firm that focuses on residential and commercial property settlements. With over twenty years experience they have developed a niche market, servicing high net worth individuals. Of their clientele, approximately 46.9 % are individuals they have been associated with for a minimum of 15 years. Through recent growth, the organisation has brought on more consultants to service the growing client base. Unfortunately, there has also been an increase in the number of customer complaints regarding levels of customer service. This has led to a very costly cycle of staff turnover; new staff recruitments are at approximately 60%. The partners reviewed all complaints and two points became apparent. Most complaints were made by long-term clients and they were made against the newer team members. These complaints worsened with the high turnover, which in turn called into question the sustainability of Dewey, Cheatum & Howe. Through discussion with clients as well as internal staff, the partners realised that they had failed to communicate their growth plans to their most loyal clients, who were incensed that they no longer had access to high level partners. Secondly, although new recruits were trained into the company culture, they were not introduced to loyal clients in a structured way. This meant that new recruits were often faced with very aggressive clients wanting to speak to the manager. Dewey, Cheatum & Howe has decided to hire you as an expert change consultant.

Q) Develop a strategy/plan to deal with the issue.