Three Real World Examples Human Resource Success

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Engagement #1The mission was make the company Goal Setting helpful to the business

Step #1 – Analysis

The Company’s Goal Setting process had been based on “Water Fall” goals set by the CEO. These lofty and philosophically driven ideals meant nothing to the workers. Had no positive affect on the company and mounted to just another box to check. They dutifully wrote them down, year after year, indicating how they were going to support each one of the ideals.

Engagement #1 The mission was make the company Goal Setting helpful to the business

Step#2 – The plan

Goals are personal. As they relate to business they should be about how the worker can perform better in their job. The plan was to develop skill assessments for each area and orient the goal setting to improve those skills.

Engagement #1 The mission was make the company Goal Setting helpful to the business

Step#3 - What was done

The HR group lead the change. Over a six month period each department defined skills that were part of the daily job. Things like typing speed, active listening, time management…etc were listed. These skills were rated and marked for improvement for each worker.

Engagement #1 The mission was make the company Goal Setting helpful to the business

Summary- The workers have been improving for two years. Their job skills increasing along with their moral. It appears a 20% increase in speed and productivity has taken place.

Engagement #2The mission was to improve leadership ability within the company

Step #1 – Analysis

It was well recognized that the skill of leadership was missing in a large corporation. The focus of the management was on their career and not on the business’ profit or worker satisfaction.

Engagement #2The mission was to investigate margin and staffing problems in a medium sized company

Step #2 – The Plan

The HR team knew that leadership is not taught. Public Speaking classes or Sympathy training does not make people into leaders. With this in mind the HR Group sat with the CEO and a consultant to define how leadership should be taught and measured in the company.

Engagement #2 The mission was to improve leadership ability within the company

Step #3 – What was done

Leadership was defined by actions. How meetings were to be held, orders to be given, and defined a feedback system for keeping or removing people from leadership. This plan was adopted top to bottom in the company.

Engagement #2 The mission was to improve leadership ability within the company

Summary-

This was a huge success. People throughout the company were much happier. As a result, performance increased, quality improved, and complaints between employees dropped by forty percent.

Engagement #3The mission was to help pull the company out of a tailspin

Step #1- Analysis The company was broken. People were fighting, quality was poor, and customers were leaving. The owner kept pressuring the HR group to hire better people. They couldn’t keep the good ones they had.

The company had been a great small company but after the expansion things have gone down hill. They didn’t know how to be a big company. They didn’t have the processes or systems.

Engagement #3 The mission was to help pull the company out of a tailspin

Step#2 – The Plan The HR manager along with the owner did research and found a business model complete with instructions for their company. A Business Process Improvement guide was what they needed. The first chapter covered communication and direction to employees. As they worked with just that first chapter they were able to see improvements in business flow and lowered quality issues.

Engagement #3 The mission was to help pull the company out of a tailspin

Step#3 /Summary -The company is prosperous now and is having to turn away good candidates. The simple suggestion to seek help even from a book completely turned the company around.

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Chapter 2. Do the workers know what they need to be doing? The answer to this can be quite surprising sometimes. Even in small companies people have a tendency to assume that

everyone knows what to do. In my experience, ten to thirty percent of workers do not know completely what they need to be doing . So let’s make sure of three things relative to this topic.

One, do the workers have clear direction as to what is expected from them, when its expected, and all the little details that go into the finished product. If direction has not been given verbally, in writing and with examples of what it looks like when done wrong then you have failed this step.

Two, is the direction clearly given to all workers equally? Have you taken the time with each one or as group to make sure everyone knows what to do?

Three, are all the workers responding to the direction in the same way. Example Success Story- Bob wants his widget makers to produce six widgets, have them inspected, and shipped to Company B. He supplies the team

leaders written direction, a verbal lineup, explains what failure looks like, and posts the direction on the wall outside his office. Bob goes to the leader of the widget production team and asks to sit in on the morning meeting where the job assignment will be

handed to the workers. In the meeting, he watches the leader go over an assignment sheet that calls out what, where, who, and why will be doing the

widget builds. He goes over the previous modes of failure so the team knows what not to do and what to look for in their inspection. At the end of the meeting the leader reiterates what is to be done, posts the line-up sheet so everyone can see it and releases the team to go about their business. As Bob leaves the area he sees the leader going around making sure the work area is clean and giving his workers time to ask questions.

Bob then goes to the inspection area to make sure they have their assignment well in hand. He finds the Inspection leader and asks her if the team will be ready to inspect the widgets as they are completed. The leader shows him his lineup sheet that is posted on the wall, takes him to the inspector who is gathering his equipment and inspection data. The inspector indicates he knows what is coming, how many, how to inspect them and how to get them to shipping.

Bob then goes to shipping. He finds the shipping leader in her morning team meeting. Bob is pleased to see the written lineup sheet in her hand, hearing the verbal directions, and the reminder of what went wrong previously.

Bob went back to his office knowing all was well.

As the owner of the company that provides this free content, I would like to invite you to contact me to explore working relationships. I enjoy this business and look forward to speaking with you.

In addition, I have several DIY Process Improvement presentations that can be found on the TomTurner.BIZ website. These slides should empower you to success.

Thank You:

Tom Turner - Owner T and T LLC.

Website- TomTurner.BIZ

Email-TomTurner@TomTurner.biz

Phone - (586) 484-2908