How to Transform Your HR Function into a Center of Excellence
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Concurrent session from the 2014 University of Alabama's HR Management Conference.
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How to Transform Your HR Function into a Center of Excellence
- 1. How to Transform Your HR Function into a Center of Excellence
- 2. What is HR Excellence? • Anonymous – Excellence is the result of Caring more than others think wise Risking more than others think safe Dreaming more than others think practical Expecting more than others find possible • Kevin Duggan, Institute for Operational Excellence When each and every employee can see the flow of value to the customer And fix that flow before it breaks down October 12, 2014
- 3. What is HR Excellence? Achieving HR EXCELLENCE is the result of CARING more about your organization than others think wise; RISKING more than others think safe to change the corporate culture; DREAMING more than others think practical about the potential for your organization ; EXPECTING more than others find possible from your human capital assets. October 12, 2014
- 4. Characteristics of a Centre of Excellence Improves its own expertise Improves its own knowledge resources Is permanent in nature Assists other aspects of the organizations in improving their operations October 12, 2014
- 5. Part of the problem or part of the solution? Consider this scenario: Finance has just given you the operating numbers for HR What do you do with the numbers? October 12, 2014
- 6. What Path are You Taking? October 12, 2014
- 7. Part of the problem or part of the solution? Two Options You can remain as an commodity entity; happy with mediocrity You can take the bold route and insert you and your HR function into the strategic operations of the organization. October 12, 2014
- 8. Part of the problem or part of the solution? 2 Basic Premises Whether you are subject to Sarbanes Oxley or not this affects you You are not a silo, you are part of the entire business enterprise You need to learn the language of business – Six Sigma October 12, 2014
- 9. See the Problem Stand in the Circle View the problem 1 TLS Continuum Roadmap for Change Begin the Journey October 12, 2014
- 10. Signs of the Turbulence along the Journey Lets get the bull out of the china closet It is a manufacturing thing We tried that and it did not work It is too complex for most organizations That is just not the way we do things around here October 12, 2014
- 11. See the Problem Stand in the Circle View the problem 1 TLS Continuum Begin the Journey Feel the problem Go and See how the problem effects the customer 2 Roadmap for Change October 12, 2014
- 12. How to Transform Your HR Function into a Center of Excellence “Six Sigma : The Breakthrough Management Strategy Revolutionizing the World’s Top Corporations” by Mikel and Schroeder We Don’t Know What We Don’t Know We Can’t Act on What We Don’t Know We Won’t Know Until We Search We Won’t Search for What We Don’t Question We Don’t Question What We Don’t Measure October 12, 2014
- 13. Hidden Wastes Obvious Corporate Issues Voice of the Customer There but not there Non-Value Added Activities Just below the visual surface See the problem 1 This is an example text. Example text. Just have not looked 3 They are there, customer not willing to pay for them Waste 2 Lower productivity. The Obstacle within Organizations October 12, 2014
- 14. How to Transform Your HR Function into a Center of Excellence October 12, 2014
- 15. Hidden Wastes - Overproduction Too many steps in the process Excess process steps Lack of sufficient talent October 12, 2014
- 16. Hidden Wastes - Overproduction Consider this scenario “ An organization is in the process of hiring a new middle management executive. In the process of completing the hiring process, the job requisition is reviewed and approved three times.” October 12, 2014
- 17. Hidden Wastes - Overproduction Consider this scenario “ An organization is in the process of hiring a new middle management executive. In the process of completing the hiring process, the job requisition is reviewed and approved three times by the same person.” October 12, 2014
- 18. Hidden Wastes - Waiting Undefined decision making Fill times Customer unmet needs October 12, 2014
- 19. CASE STUDY- Guidon Financial Client October 12, 2014
- 20. CASE STUDY- BMGI Hospital Turnover October 12, 2014
- 21. Hidden Wastes - Transportation Unnecessary Movement Office traffic flows October 12, 2014
- 22. Hidden Wastes - Transportation October 12, 2014
- 23. Hidden Wastes - Overprocessing Excess steps in the hiring process Redundancy “Island” mentality October 12, 2014
- 24. Hidden Wastes – Over Processing October 12, 2014
- 25. Hidden Wastes - Inventory Too Much work in process Physical piles of forms Lists of pending requests Excess wait time October 12, 2014
- 26. Hidden Wastes - Inventory Look at your organization and determine the TAKT time to fill your recruitment needs. If necessary extend the time out for a week. 480 min x 5 = 2400 min per week Consider this scenario – Your hiring manager calls and tells you that he/she needs a new hire completed in 3 days. You are currently working on 75 searches. How much time do you need to complete his request? 1440 minutes /75 searches /480 = .04 seconds per search Given your organizational demands is this reasonable? October 12, 2014
- 27. Hidden Wastes - Inventory Too Much work in process Physical piles of forms Lists of pending requests Excess wait time October 12, 2014
- 28. Hidden Wastes - Movement Needless Switching of programs Needless Movement of People Needless Movement of Information October 12, 2014
- 29. Sources of MUDA – Defects • Errors in job postings • Errors in offer letters • Incomplete metrics • Missed deadlines October 12, 2014 © Daniel Bloom & Associates, Inc, 29
- 30. Hidden Wastes – Employee Potential Idle time Under staffing Over staffing Disempowerment No time for continuing education October 12, 2014
- 31. Hidden Wastes – Material Usage E-Mails Late starts for tele-conferences Design errors October 12, 2014
- 32. In Plain Sight: Finding and Eliminating Waste October 12, 2014 Questions ? Before my final thoughts
- 33. See the Problem Stand in the Circle View the problem 1 TLS Continuum Roadmap for Culture Change Feel the change Go and See how the problem effects the customer 2 Change Bring about the change to resolve the issue. 3 Continuous Process Improvement October 12, 2014
- 34. Powerful Strategy for Sustained Success "We have learned to live in a world of mistakes and defective products as if they were necessary to life. It is time to adopt a new philosophy in America." Dr. Edward Deming October 12, 2014
- 35. TLS Continuum – Customer Centric Go and See Focus on the process Do it now Gain knowledge Voice of the Customer Pro-Active October 12, 2014 Corporate Wide
- 36. TLS Continuum – Alignment Change managers to leaders Transformational leaders Educate and Train Breakdown silos Avoid quotas Coach Voice of the Customer Pro-Active Corporate Wide October 12, 2014 Culture Specific Total Corp Buy Corp In Mantra
- 37. TLS Continuum – Continuous Improvement Long term planning to optimize services Always a better way Poka Yoke Drive out fear Voice of the Customer Pro-Active Corporate Wide October 12, 2014 Culture Specific Total Corp Buy In Corp Mantra Standard Work Remove Waste TLS Continuum
- 38. TLS Continuum Strategy Goal of any organization is to acquire and maintain clients How do we do that? October 12, 2014
- 39. TLS Continuum Strategy As an organization we must strive for higher quality in what we deliver we must strive to deliver our services at or before the customer needs them we must learn to deliver our services at a lower cost than our competition October 12, 2014
- 40. TLS Continuum Innovation “ Innovation does not have to be about creating the light bulb or the telegraph. Innovation can be very important small changes to something that is already working. That is the stuff that is overlooked and it can take things to the next level.” David Steinberg CEO XL Marketing May 2013 October 12, 2014
- 41. TLS Continuum Empowering organizational Change by Everything we do is strategic in nature Everything we do is innovative in nature Everything we do is aligned with the corporate objectives and initiatives We walk the walk, and we talk the talk October 12, 2014
- 42. How does this {process, procedure, action, initiative, project, policy} help the organization achieve its business objective?| If you can’t answer this in a clear way that is measureable and where there is evidence that your answer is true, stop doing it. October 12, 2014 Ask your self?
- 43. October 12, 2014 WWaanntt MMoorree IInnffoorrmmaattiioonn Daniel Bloom & Associates Inc. facilitates a 2-day seminar across the country which carries 13 Strategic Credits and Six Sigma Certification as a Yellow Belt For more information give me your business card
- 44. October 12, 2014 WWaanntt MMoorree IInnffoorrmmaattiioonn A copy of this presentation can be found at https://www.slideshare.net/secret/oYus6icvLipl98 It will be turned on to public share within the next 24 hours.
- 45. October 12, 2014 Achieving HR Excellence through Six Sigma is a more extensive coverage of today’s materials Achieving HR Excellence – The Book http://www.crcpress.com/product/isbn/9781466586468
- 46. Shown you the Problem Stand in the Circle View the problem 1 TLS Continuum Roadmap for Change Helped you Feel the problem Go and See how the problem effects the customer 2 Time to Change the culture Bring about the change to resolve the issue. 3 This where I get off October 12, 2014
- 47. October 12, 2014 TTHHAANNKK YYOOUU It has been my pleasure to speak to The University of Alabama’s Human Resources Management Conference Go forward and deliver results-oriented Solutions which will Empower organizational change
- 48. October 12, 2014 Contact Information Have Further Questions or Need some Assistance with Your Individual Processes Daniel Bloom SPHR,SSBB,SCRP Chief Executive Officer Daniel Bloom &Associates, Inc. PO Box 1233 Largo, FL 33779 (727) 581-6216 dan@dbaiconsulting.com http://www.dbaiconsulting.com http://www.linkedin.com/in/dbainc
Notas del editor
- Good morning passengers. This is the pre-boarding announcement for TLS Continuum flight 2014 to destination unknown. We are now inviting those passengers who either do or want to contribute to your organizational sustainability to begin boarding this unique journey.
- To begin the journey we have to define what we mean by HR excellence Consider these two definitions of excellence
- I would suggest to you that we take the two definitions and extend them further in the workplace.
- If we believe that we have in place a Center of Excellence than there needs to be four key performance indicators in place. We have to grow our knowledge beyond the silo We have to grow our resources to gain further information We have to change the organizational culture We need to share the weatlh
- Lets take a closer look at the choice you have via a real life experience? Consider the scenario on the slide before you – What would you do?
- Whether you care to admit it or not you as HR professionals are at a career crossroads. You choice of direction determines whether you have a job in the future.
- Your response to the scenario tells me which direction you took. Status quo Do not ask for a seat at the table unless you do things differently
- Your career is dependent, no let me rephrase that your career demands that you gain the ability to speak the language of business.
- I want to welcome you once again on TLS Continuum flight 2014 service from Birmingham, AL to as yet to be determined location. We are expecting some turbulence on the way so brace yourself for some rough going.
- This turbulence is the equivalent of turning a bull loose in a china closet. Do these comments sound familiar? Ever ask yourself or management why? Go back to your office and the next time someone says no to one of your requests ask the 5 why’s The outcome is amazing
- Once we see a problem. Once we have an inkling of what the problem is we need to feel that problem and how it affects your organization. Example: Glove from Contagious and Decisive
- Dr. Mikel in his book suggests why we can’t see and feel the problem’s facing the organization
- Every organization has “Hidden” Wastes” which are impeding the organization because we have not looked for their existence
- The vast majority of what we do every day in our organizations is not based on what the customer will pay for or asked for. Therefore it is waste
- Stop for a minute and think about your HR processes- What is the first thing you ask of a candidate who is there for an interview with the HR dept? Are you ruling candidates out instead of ruling them in?
- Consider this scenario for a moment
- As Paul Harvey said here is the rest of the story In plain sight – It was a standard practice within the organization but nobody questioned why
- Manager says he/she needs someone ASAP, 3 months later he/she has still not indicated when candidate selection will begin Manager says they need someone ASAP but you have not sent him/her candidates after 3 months You have the KPI’s for new talent and send hiring managers everything but the KPI’s
- Before – Excessive lead time to require new human capital assets After –uncovered more than 70 opportunities to improve hiring process; reduced average lead time from 132 days to 54-70 days
- Before – 50% turnover in the first year After – Savings of $300,000 and 15% reduction in turnover
- GE Mortgage How do your associates get the supplies they need Fax example
- Like overproduction is every step necessary Silo=Waste
- Waiting even a short period of time increases waste in your organization.
- Are you superman or superwoman and can you do it? 3) Relates back to management decision time
- Consider this scenario : A hiring manager sends you a job opening with the request to fill it ASAP. This is on top of the 35 other job openings you are trying to fill. Could you reasonably remove all the job requisitions in three days?
- Forms = Kanban
- Program options Julie and Smith & Nephew Where are the reports today?
- Are all the key points accurate? Wrong data = incomplete data=waste
- Who Am I = role of human capital in your organization John Rickets = IBM Reaching the goal
- How do you handle emails? Late arrivals Designing materials
- Before I bring this presentation to a head are there any questions to this point?
- As we begin our descent please bring yourselves back into real time. Understand that you are at a point where you can’t go back to where we left, it does not exist any longer. We cannot have process improvement or reach the state of a center of excellence without a change in culture
- Dr Deming taught us we had a problem. In order to bring about the cultural change the new normal we have to implement 3 pillars within the organization.
- The first pillar is that we must become centered on the customer- both internal and external Who writes your job descriptions?
- The second pillar is the corporate culture We need a new environment centered on the value of our human capital assets
- Final pillar is the continued process improvement– the reason why our journey never ends We solve a problem and another raises its head Need to allow failure in our organizations
- What is your corporate goal or mission?
- Ask your self this question and consider the solution
- There is no way that we can even begin to do a deep dive into this topic in 60 minutes. Here is how you can learn more.
- There is no way that we can even begin to do a deep dive into this topic in 60 minutes. Here is how you can learn more.
- You can also obtain this book which cam out last August. It provides you with actual case studies of organizations that have done what we are suggesting. As you know we collected business cards at the beginning of the presentation – one person in this room will go home with a copy today.
- “Ladies and gentlemen, as we make our final landing this is not the end of the journey it is just where I get off and you continue your journey of discovery into the development of a strategic, innovative and aligned organization. This is where you begin your journey of delivering results-oriented solutions which will empower you to change your organization.