Lean Human Resources: Redesigning HR Processes for a Culture of Continuous Improvement (Paperback)

Who This Book Can HelpWhy You Should Read This Book NowA Background in Business, Lean, and HR How This Book Is OrganizedUsing This Book THE PROBLEM: TOO MANY COMPANIES DON'T REALIZE THEY WASTE PEOPLE'S ABILITIESWasting Employee TalentThe Root of the Problem: Why Don’t We See the Waste of Talent? Hidden Cause Number 1: Work Roles Limit People by Design; Most People Can Do So Much More! Hidden Cause Number 2: Power Is Limited to Only a Few People Hidden Cause Number 3: People Are Reluctant to Do More Work Hidden Cause Number 4: Channeling Abilities Creates More Work Hidden Cause Number 5: There’s No Assigned Cost to People Working at Lower CapacityThe Solution: Seven Lean Principles Uncover People’s True Capabilities Capability Number 1: Keeping Customers (and the Company’s Purpose) in Mind Capability Number 2: Learning to Improve Capability Number 3: Generating Ideas Capability Number 4: Seeing the Big Picture Capability Number 5: Solving Problems Capability Number 6: Working to Meet Visible Common Goals Capability Number 7: Demonstrating Personal LeadershipConclusion: Wasted Talent Is a Natural Result of Failed Culture ChangesAttempts to Create an Improvement Culture Often FailCommon Excuses for Failed Lean EffortsReasons for Failed Lean Efforts Reason Number 1: Applying Lean as a Set of Tools Reason Number 2: Changes Require New Ways to Work Reason Number 3: The Balance of Power Creates Resistance Reason Number 4: Lack of HR Involvement Automatically Risks FailureHR Has a Key Role in Successful Lean Implementations HR’s Involvement with Cultural Implementations HR’s Role in Designing Newly Required Processes HR Supports Handling Resistance to Leadership ChangesNew Roles for HR Apply to Any OrganizationThe Key to Unlocking HR Support of Successful Culture ChangesINVOLVING HRASA BUSINESS PARTNERKeeping HR in the Background Is a Business ProblemHow Historical Roles for HR Create a Problem Today Root Cause Number 1: Too Much Focus on Administration Root Cause Number 2: HR Is Seen as a Policing Function Root Cause Number 3: Not Much Strategic Value Covering Union RelationsAttitudes about People in the Workplace Are a Problem Root Cause Number 1: People Are Not Viewed as a Strategic Advantage Root Cause Number 2: HR Has an Assigned Role (Which Doesn’t Include Strategy) Root Cause Number 3: HR Is Not Part of ImprovementStrategiesInsufficient HR Skill Levels Don’t Help the Issue Root Cause Number 1: HR Professionals Are Not Required toHave Strong Business Skills Root Cause Number 2: HR Professionals Lack Consulting Skills Root Cause Number 3: Many HR Professionals Lack CustomerOrientation Root Cause Number 4: HR People Do Not Seek Strategic RolesA New Vision for HRNew Attitudes about People Impact HR Recognize that People Really Are a Competitive AdvantageBroaden Your Definition of "Labor"New Demands Drive More HR Skills Develop Business Strategy Skills Develop Finance Skills Develop Consulting (Alignment) Skills Develop Customer Relationship Skills Develop Team-Based Improvement Skills Ensure Ongoing Personal Growth and Development Develop Skill in Using Lean MethodologiesHR Needs to Step into New Roles Become a Strategic Partner Become a Champion for ImprovementHow to Develop the New Skills You Need Seek Out Educational Institutions Benchmark Yourself: Learn from Other Organizations Find a Mentor Join Professional AssociationsAssessing HR SkillsProviding Better Service for Your Organization by First Improving HR ProcessesThree Benefits of Improving HR Practices 1. Ensure that Each Part of an HR Process Adds Value 2. Remember: Happier Employees Perform Better 3. Build Knowledge of Continuous Improvement through PracticeOverview of the HR Improvement EffortStep 1: Evaluate HR for Opportunities for Improvement Clarify Current HR Processes Establish Process Boundaries Define Ownership, Results, and Stakeholders Gather Data about the Process You Want to Change Listen to Your Customer (Your Employees!) Create HR Process MapsStep 2: Prioritize Your Findings Identify Which Improvements Best Support the Business Strategy in General Evaluate Improvements in Terms of Gains Consider the Time and Resources RequiredStep 3: Execute Your Action Plan Make Sure Improvements Are Sustainable Make Sure Stakeholders Buy into the Proposed Process Change Develop Communication Plans with Stakeholders Create Your Action PlansStep 4: Evaluate and Revise Your Plans Evaluate the Effects of the Actions Taken Revise the Process to Make Additional ChangesSuccess through Powerful People StrategiesTraditional Business Strategies versus Lean or ContinuousImprovement Business Strategies Difference in Customer Perspective Difference in Workflows Difference in People StrategiesHR Support of Business StrategyBeyond Full AlignmentHOW HR CAN INFLUENCE AND CHANGE WORK CULTURESChanging Employee Attitudes and Daily BehaviorsThe Role of Organizational Culture in Achieving Success What Is Culture? Every Organization Has a Culture Setting Cultural Objectives for Your Organization Identifying Your Organization’s Cultural ValuesKey Concepts of Continuous Improvement Cultures Cultural Element Number 1: Customer Focus Cultural Element Number 2: Continuous Improvement Cultural Element Number 3: Broad Participation Cultural Element Number 4: Process Management Cultural Element Number 5: Team-Based Factual Problem Solving Cultural Element Number 6: Visual Measurement of Results Cultural Element Number 7: Inspirational LeadershipLessons on Culture Implementations for Lean HRA General Approach to Designing a CultureCustomize a Plan to Implement a CultureHR’s Critical Role with Cultural ObjectivesHR Helps Differentiate the Effect Individuals Have on Culture Dealing with Individuals Who Are Strongly Aligned to a Lean Culture Dealing with Individuals Who Strongly Disagree with a Lean Culture Dealing with People in Neither GroupPolicies, Communications, and Celebrations Need to Reflect Your Organization’s ValuesAssess Your Organization’s Policies against Lean Principles Protect Employees’ Psychological Safety Blur the Lines between All Employees Encourage Accountability Instead of ControlCommunicating Policies via Other Avenues Communicating Policies via Newsletters, Bulletin Boards, and Meetings Communicating Policy at Celebrations Communicating Culture via Your Organization’s PhysicalSurroundings Communicating Policy via Your Organization’s Safety Programs Planning Cultural Objectives as Part of Your Strategic PlanningCan Attitudes Be Measured?Surveys Measure Attitudes and Build Relationships Listening Builds Relationships Using Culture Surveys to Support Culture Changes in Your Organization Taking Surveys of Employee Satisfaction Customer Surveys Can Be Very UsefulThe Survey ProcessREDESIGN ROLESFOR BETTER RESULTSOptimize Each JobBuilding Continuous Improvement into JobsLevel 1: Everyone Actively Drives Continuous Improvement All Roads Lead to the Customer Everyone Needs to Learn and Improve Everyone Needs to Participate and Be Involved Everyone Knows the Business to Some Degree Everyone Participates in Team Problem Solving Everyone Knows Which Measurements Relate to Them Everyone Can LeadLevel 2: Winning or Losing Often Links to the Right Leadership Lead with the Customer in Mind Lead by Teaching and Coaching Leaders Who Inspire Participation, Listen Effectively, and Reward Initiative Lead with a Standard of Consistency Prevent Problems by Encouraging People to Surface Them Lead with Visual Measurements Lead by Creating More LeadersLevel 3: What Needs to Change in Each Function Lean Accounting Competencies Lean Human Resources Competencies Lean Information Systems Competencies Lean Quality Assurance CompetenciesLevel 4: Creating the Gold Standard for Each Job Customizing Needed Job Skills for Any Organization Begin with Organization-Wide Requirements Define What Is Important for All Leaders Bring the Strategy into Each Function and Job Customizing Skill Requirements Is a Dynamic ProcessJob Analysis for the FutureThe Importance of Documenting Job Content Documenting Job Content Establishes a Basis for Accountability Documenting Job Content Establishes a Basis for Applying Lean Principles Documenting Job Content Provides a Method to Link HR Programs Documenting Job Content Provides a Model for Process Improvement of JobsCreating a Job Content Matrix Step 1: Documenting Observable Activities of Each Job Step 2: Documenting Knowledge Requirements of Each Job Step 3: Documenting the Results Required of Each JobBegin with Entry-Level Management Complete the Documentation through Teamwork Behaviors Provide Knowledge and Results Identify the Future Proposition for Jobs The Importance of a Lean Leader Matrix Organizational Job Content Matrix Creating Evaluations Once a Matrix is CompletedSTRATEGIES FOR ALIGNING YOUR HR PROCESSLinking the Four Core HR Processes to the Overall Business StrategyHR Processes Can Be Strategic Levers Excelling at One Primary Process Is Enough Better HR Processes through BenchmarkingStrategic Lever Number One: Recruitment "An Often-Missed Opportunity" Start with Looking for Improvement-Oriented Leaders Use Tools to Select the Right People Try Outside Resources for Selecting the Right Leaders Allow the Team to Select Its Own Members and Leader Evaluate Your Organization’s Current Leadership Strong Cultures Demand Strong OrientationsStrategic Lever Number Two: Training and Development "Unless It Adds Value, It’s Often a Waste of Resources" Standard Work or Knowledge Requirements Create a Basis for Training Needs Ensure Training Adds Value Connection to Strategy and ResultsStrategic Lever Number Three: People Thrive on Accountability "The Great Controversy over the Role of Performance Management" The Downside of Performance Management Systems The Upside of Performance Management Systems Standard Work Creates a Baseline for Performance Feedback1 Visual Performance Management Systems Use of 360° Feedback ProgramsStrategic Lever Number Four: Recognition and Rewards "Most Over- and Underestimated HR Process" The Power of Recognition Start with Desired Behaviors A Recognition Review Financial Reward Systems Sharing the Gains from Continuous Improvement Beware of DisconnectsA Five-Year Plan for ChangeHow to Put Together a Five-Year PlanConsider Management Roles and Maturity of Improvement Efforts3ESPECIALLY FOR CEOsThe Benefits of Motivating the Human SpiritOptimizing Human Potential and Motivation Creates a Triple Win7 Resulting Customer Benefits Resulting Employee Benefits Resulting Organizational BenefitsThe AuthorIndex