Blog Archives

Get people to use your current IT system

1/30/2011

Organisations regularly implement new IT systems without getting the most from their current one. Systems are seldom used to their full potential and if you under utilise your current system you can guarantee you will do the same with the new one.

What you can do
Stop using spreadsheets or work around when the system is capable of handling it

List all spreadsheets or manual processes used that the system can handle
Review the system functionality to ensure it can, completing configuration if required
Train users on the functionality and take away their spreadsheets / work around
Monitor what they are doing to ensure they do not resort to their old ways

0 Comments

Develop a culture that accepts change as business as usual

1/25/2011

0 Comments

No organisation is constant and nothing is ever “perfect” or finished. This means that failure to adapt or being slow to adapt costs money and reduces your competitive advantage. You want an organisation that accepts it needs to change and adapt - you can't just turn this on and off. You need to have developed this attitude so it is there when you need it.

What you can do
Discourage acceptance of the status quo

Involve personnel in identifying improvements
Encourage them to look at what they do differently
Ask them "if they had to start designing the process from scratch what would they change"

Demonstrate that change is required and will happen

If necessary make small changes to demonstrate change will happen. You can then progress to bigger changes
Empower process owners to instigate change (within guidelines). If a process owner can not make minor changes then how can you call them an "owner"

Developing a successful culture and achieving change will be the hardest, but probably the longest lasting, improvement you can do for your organisation. It is hard, takes time and is easier said than done. Important points to achieving a successful culture are:

It starts at the top and is the responsibility of anyone who has “manager” in their job title. Tackling this area is one of the reasons they get paid more.
It requires consistency of message. All managers need to be on the same page and be giving the same message through actions and attitude. If one breaks ranks that person either has to come back into line with the others or should move to another organisation.

0 Comments

Develop a cost and service focused culture

1/16/2011

0 Comments

A key element of a cost and service focused culture is ensuring people understand the impact of their decisions.

When people make decisions they tend to think about themselves and what they know. A consequence of this is that people often make decisions without knowing the real impact - especially the true cost of their decision. If you can show people the true cost of their activities this will improve their decision making and save money.

What you can do

Improve the understanding of performance – what it is, how it is measured and when you know you have achieved it. Celebrate good performance
Show people the true cost of the process, what drives that cost and how they can affect it
Undertake customer service training - not just for front line staff but for all staff to remind them that everyone is a customer whether external or internal to the organisation

0 Comments

Effectively manage people

1/10/2011

0 Comments

People need direction, support and assistance. It is the responsibility of their manager, team leader or supervisor to ensure they get it.

What you can do
Ensure managers, team leaders and supervisors are trained on how to manage people.

Often people are promoted into these roles based on technical / process knowledge. This does not mean they will be good at managing people.
Provide mentoring or training to help them become good managers

Monitor and reward performance

People within a team / organisation know who the good and bad performers are. If they see someone getting away with bad performance then everyone’s performance will begin to drop. If they see a good performer going unrewarded or acknowledged then the same thing will happen – they will decide it is not worth the effort.
Do you pay enough to get the right people for the job? If you pay peanuts expect to get what you pay for. You do not need to be the best payer, just pay a fair wage that attracts good people to the roles.

Monitor working hours

If someone is working regular overtime you want to know why. Do you pay overtime and they are milking the system; or is there to much work; or do they lack the appropriate skills / knowledge.
Long term overtime is counter productive. Work productivity will drop during regular working hours and/or good people will eventually get sick of it and leave.

Monitor people’s attitude to their work and others

People do have off days – we are not talking about this. What you are looking for are people who just do not like their jobs and people who do not get on with others (not just 1 person, but lots of people).
If someone really does not like their job then they will not care about the results of their efforts or the impact their attitude has on others. If they are on a constant downer they will bring the rest of the people down with them, affecting everyone’s performance. You need to get them interested in their job, find them another or encourage them to find a job that they like.
People’s attitudes and personalities can have a big impact on an organisation. They need to fit in.

Provide support and guidance

Managers should be there for their people, but should not be micro managers.
If you have hired the right people provide them with support and guidance while leaving them free to do their job. Good workers will get sick of the micro management style which is restrictive, demeaning, done to heighten the managers self esteem and becomes an excuse for poor quality workers to hide behind.
Micro management is bad for an organisation. It discourages initiative and focuses skills/knowledge within one person, the manager. When that person moves on a vacuum is created.

0 Comments

Reducing staff turnover

1/2/2011

0 Comments

Staff turnover has a big impact on an organisation. It costs the organisation time, money and skills / knowledge. If you want the employee to leave fine, but if you don't there are actions you can take to mitigate the impact of staff turnover.

Plan for high turnover

Forecast your recruitment needs and let an agency know you will look at suitable people if they become available.

Increase staff retention

Rotate staff through roles to increase their skills and make life interesting
Focus on the individual by expanding their opportunities and developing personal career paths
Target “Manager” and “Team Leader” prospects by giving them extra training and responsibility
Provide extra training for high performers
Allow flexible working hours - identify the core hours for the role and allow some flexibility for working hours outside these, while ensuring that role coverage is maintained within teams
Provide non-monetary rewards - time off, a site visit, fun task, special project or even just a thank you
Actively increase role variety and ensure varied tasks shared

0 Comments

theprocesshub.com

Subscribe to The Process Hub Monthly Newsletter with access to theprocesshub.com

The Process Hub

The Process Hub is a mix of process improvement advice and weekly Blogs on things we find interesting. It has lots of useful information - and its free (but there are ads - its a small sacrifice for access to so much useful information).