Lean Human Resources
Autor Cheryl M. Jekielen Limba Engleză Paperback – sep 2010
Everyone Needs to Learn and ImproveUltimately, lasting change requires evolution in an organizational cultural and to achieve such change requires definitive changes in behavior. To ensure that changes are properly paced and effectively put into operation, the book puts forth a proven five-year plan that includes the building of improvement-linked competencies into each job.
Everyone Needs to Participate and Be Involved
Everyone Can LeadA final section is designed especially for CEOs who must address their own views of HR before addressing improvement. They must recognize that Lean HR strategies and methods can be used to create a highly motivating place to work, and that anything less would be a waste of talent. To begin, an organization must realize the value of its HR staff and put it to use implementing improvement that is organic, fundamental, and self perpetuating.
Lead with the Customer in Mind
Lead by Teaching and Coaching
Lead by Creating More Leaders
Preț: 289.33 lei
55.43€ • 60.04$ • 47.54£
Carte indisponibilă temporar
Specificații
ISBN-10: 143981306X
Pagini: 241
Ilustrații: 23 black & white illustrations
Dimensiuni: 178 x 254 x 15 mm
Greutate: 0.43 kg
Ediția:1
Editura: CRC Press
Public țintă
Human resources professionals; those involved with Lean improvment strategies, including general managers, CEOs, presidents, COOs, and operations managers.Cuprins
Who This Book Can Help
Why You Should Read This Book Now
A Background in Business, Lean, and HR
How This Book Is Organized
Using This Book
THE PROBLEM: TOO MANY COMPANIES DON'T REALIZE THEY WASTE PEOPLE'S ABILITIES
Wasting Employee Talent
The 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 Capacity
The 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 Leadership
Conclusion: Wasted Talent Is a Natural Result of Failed Culture Changes
Attempts to Create an Improvement Culture Often Fail
Common Excuses for Failed Lean Efforts
Reasons 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 Failure
HR 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 Changes
New Roles for HR Apply to Any Organization
The Key to Unlocking HR Support of Successful Culture Changes
INVOLVING HR AS A BUSINESS PARTNER
Keeping HR in the Background Is a Business Problem
How 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 Relations
Attitudes 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 Improvement
Strategies
Insufficient HR Skill Levels Don’t Help the Issue
Root Cause Number 1: HR Professionals Are Not Required to
Have Strong Business Skills
Root Cause Number 2: HR Professionals Lack Consulting Skills
Root Cause Number 3: Many HR Professionals Lack Customer
Orientation
Root Cause Number 4: HR People Do Not Seek Strategic Roles
A New Vision for HR
New Attitudes about People Impact HR
Recognize that People Really Are a Competitive Advantage
Broaden 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 Methodologies
HR Needs to Step into New Roles
Become a Strategic Partner
Become a Champion for Improvement
How to Develop the New Skills You Need
Seek Out Educational Institutions
Benchmark Yourself: Learn from Other Organizations
Find a Mentor
Join Professional Associations
Assessing HR Skills
Providing Better Service for Your Organization by First Improving HR Processes
Three 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
Practice
Overview of the HR Improvement Effort
Step 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 Maps
Step 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 Required
Step 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 Plans
Step 4: Evaluate and Revise Your Plans
Evaluate the Effects of the Actions Taken
Revise the Process to Make Additional Changes
Success through Powerful People Strategies
Traditional Business Strategies versus Lean or Continuous
Improvement Business Strategies
Difference in Customer Perspective
Difference in Workflows
Difference in People Strategies
HR Support of Business Strategy
Beyond Full Alignment
HOW HR CAN INFLUENCE AND CHANGE WORK CULTURES
Changing Employee Attitudes and Daily Behaviors
The 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 Values
Key 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 Leadership
Lessons on Culture Implementations for Lean HR
A General Approach to Designing a Culture
Customize a Plan to Implement a Culture
HR’s Critical Role with Cultural Objectives
HR 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 Group
Policies, Communications, and Celebrations Need to Reflect Your Organization’s Values
Assess Your Organization’s Policies against Lean Principles
Protect Employees’ Psychological Safety
Blur the Lines between All Employees
Encourage Accountability Instead of Control
Communicating Policies via Other Avenues
Communicating Policies via Newsletters, Bulletin Boards, and Meetings
Communicating Policy at Celebrations
Communicating Culture via Your Organization’s Physical
Surroundings
Communicating Policy via Your Organization’s Safety Programs
Planning Cultural Objectives as Part of Your Strategic Planning
Can 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 Useful
The Survey Process
REDESIGN ROLES FOR BETTER RESULTS
Optimize Each Job
Building Continuous Improvement into Jobs
Level 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 Lead
Level 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 Leaders
Level 3: What Needs to Change in Each Function
Lean Accounting Competencies
Lean Human Resources Competencies
Lean Information Systems Competencies
Lean Quality Assurance Competencies
Level 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 Process
Job Analysis for the Future
The 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 Jobs
Creating 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 Job
Begin 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 Completed
STRATEGIES FOR ALIGNING YOUR HR PROCESS
Linking the Four Core HR Processes to the Overall Business Strategy
HR Processes Can Be Strategic Levers
Excelling at One Primary Process Is Enough
Better HR Processes through Benchmarking
Strategic 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 Orientations
Strategic 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 Results
Strategic 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 Programs
Strategic 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 Disconnects
A Five-Year Plan for Change
How to Put Together a Five-Year Plan
Consider Management Roles and Maturity of Improvement Efforts3
ESPECIALLY FOR CEOs
The Benefits of Motivating the Human Spirit
Optimizing Human Potential and Motivation Creates a Triple Win7
Resulting Customer Benefits
Resulting Employee Benefits
Resulting Organizational Benefits
The Author
Index
Recenzii
— Sherrie Ford, Chairman of the Board and Executive Vice-President, Culture Power Partners, Inc.
This message is long overdue -- how HR can drive cultural change and powerful results -- by a truly Lean HR executive who has been there and done it.
— William J. Kennedy, CEO, The Sequoyah Group, Inc.
Notă biografică
Cheryl M. Jekiel is Vice President of Human Resources for the Flying Food Group. Jekiel leads the Human Resources Department including all corporate benefits, compensation and policy issues, while providing direction and leadership to human resources function in 16 unionized non-unionized domestic units.
Ms. Jekiel brings a tremendous passion for continuous improvement in her commitment to building Lean HR as a recognized field of work. She has over 20 years of manufacturing experience. Previously, Ms. Jekiel worked for a Chicago food manufacturer as the director of Human Resources and completed her employment by serving for five years as the Chief Operating Officer. Ms. Jekiel has developed an expertise in Lean manufacturing with a particular focus on Lean cultures. Ms. Jekiel has made countless significant improvements in reducing operating costs and leveraging a Lean culture to obtain new business. Her Lean experience has been greatly enhanced with her active involvement with the Association of Manufacturing Excellence (AME), which has included board roles for the National board as well as a Regional Midwest Board.
Descriere
Encouraging a long overdue shift in thinking, this book gives managers and executives the means to maximize employee potential by first showing them how to increase the improvement power of their HR departments. Cheryl M. Jekiel, who has been implementing Lean initiatives out of HR offices for 20 years, defines the people-related approaches and practices needed to alter any cultural dynamic that keeps employees from leveraging their peak abilities. She looks at why so many companies allow this sort of waste to exist, how traditional HR departments have not been especially effective in combating waste, and why today’s HR department should be seen differently, as a partner delivering exceptional customer service to employees.
Everyone Needs to Learn and Improve
Everyone Needs to Participate and Be Involved
Ultimately, lasting change requires evolution in an organizational cultural and to achieve such change requires definitive changes in behavior. To ensure that changes are properly paced and effectively put into operation, the book puts forth a proven five-year plan that includes the building of improvement-linked competencies into each job.
Everyone Can Lead
Lead with the Customer in Mind
Lead by Teaching and Coaching
Lead by Creating More Leaders
A final section is designed especially for CEOs who must address their own views of HR before addressing improvement. They must recognize that Lean HR strategies and methods can be used to create a highly motivating place to work, and that anything less would be a waste of talent. To begin, an organization must realize the value of its HR staff and put it to use implementing improvement that is organic, fundamental, and self perpetuating.