Had great fun talking about LeanHR at DisruptHR London earlier this week. If you want to see a man get 4 years experience into 5mins and look like a nutter doing it!!!! Check out the DisruptHR video below, 6min 30 seconds!! Might make you laugh, and you never know you might learn something!
Lean HR: Fix It Yourself | Tom Money | DisruptHR Talks from DisruptHR on Vimeo.
A verbatim Summary in case you cant watch the DisruptHR video:
How to manage and improve your own workflows and processes with DMAIC and Lean methodology
Define the problem – what is the real problem? Assess where the actual issues are and what the bottle necks are. Speak to your customers to understand what they want. What is the real problem. What are we trying to solve. How do we define the problem, who says its our problem?….the CEO, what does he really know about life in the trenches of Recruitment or HR. Ascertain the problem by speaking to your customers, people that actually pay for your services. In HR we have internal customers, HR is usually a central shared cost. Business/department managers expect a certain service from you to help them deliver what they are accountable for – they expect Hire to retire (Recruitment, onboarding, training, coaching, development, great place to work, equality, rem and ben, employee growth, reward and recognition etc)
What your customer wants – what you are doing = your problem
Measure the problem – how big of a problem is it? Is it anecdotal negativity that has blown out of proportion or is it a “small issue” that is having huge effects further downstream. How long does this issue really take…. They take a week to get back to me, measure it. Agencies cost too much…. Measure it. The candidates are not prepared… measure it. The recruiter sends me too many CVs… measure it. Hiring managers are non-compliant…. Measure it.
Analyse the problem – Ascertain what the root causes of this problem is. Who is doing what, what isn’t working, why isn’t it working
Improve the problem – implement a new solution based on data, analysis and customer and stakeholder input
Control the new solution and ensure that the changes stick through analysis, a continual feedback loop and a change program
Gaining Executive/leadership sponsorship. Why we need it, benefits of it, and how to maintain support and report back to them
How and why we need to map our processes. To get to where we want to get to, we need to know where we are now. I.e what are we really doing today? How is this deviating from what we are “supposed” to be doing?
Voice of the Customer sessions – Most important, listen to your customer. Talk to them and ask them what they want, this is called listening to the voice of the customer. This is not a survey every 3months that hasn’t been changed in 3 years. Its speaking to them, proactively reaching out to them and asking how you could improve the service or work as a team to hit goals. Just because you are hitting your dated SLAs and KPIs doesn’t mean they are happy. Things can always be improved. This is what will keep them coming back to you for business and not your competitors, because you are delivering what they actually want and asking them!
Weve all had a Bad experience at a hotel or a restaurant. The waiter did everything that they are KPId to do, sat you down, brought you food and cutlery. They hit their basic KPIs. But the restaurant was freezing because the door was open, the food was cold, the toilet was disgusting, they gave you too much tomato when you asked for no tomato, they charged you service without asking.
The Waiter asks you if everything is ok. Yes, fine thankyou. However you aren’t actually happy! If the waiter asked you on the way in, what would be the best experience for you today and then delivered that experience, you’d love it. But the waiter never asks you… they assume. As do we with our hiring managers and stakeholders. People, teams and businesses change. Let’s ask them what they want from your team, process and outputs.
Running Client/customer facing workshops and how to capture feedback and data. Run workshops and get DATA, DATA, DATA. You need system data but you also need to hear anecdotal data from your managers/clients. If you get them in a room they will be happy to tell you what they want from your process or team
How to analsyse the 8 wastes of HR – Defects, Overproduction, Waiting, Non Utilised Talent and Intellect, Transportation, Inventory, Motion, Extra processing
How to develop solutions and analyse what are the best solutions.
What will have most impact, what can be implemented quickest and what will be easiest to implement…. These are the ones you want to focus on for quick wins.
How to get out of the office and get in the “trenches” of where the real work is happening. See the “shop floor’ and witness the wasted time and effort first hand
Measure it…. Develop The metrics that really matter. Your customer will tell you what they want and what needs to be measured. Make sure these metrics are SMART Metrics. Have to measure it, to prove you’ve improved it.
You knew where you were and decided where you wanted to get to…. Did you get there? Prove it
Establishing Visual Management Boards and Daily Team Huddles to ensure that you keep on top of your customer’s requirements and metrics
How to develop change management programs
If you want to learn more about LeanHR click here
Thanks again to the team over at DisruptHR London. It was a great night and they conduct DisruptHR events all over the globe. Get onto the DisruptHR website and check them out.
DisruptHR – https://disrupthr.co
