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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.

Published in: Business
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How to Transform Your HR Function into a Center of Excellence

  1. 1. How to Transform Your HR Function into a Center of Excellence
  2. 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. 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. 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. 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. 6. What Path are You Taking? October 12, 2014
  7. 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. 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. 9. See the Problem Stand in the Circle View the problem 1 TLS Continuum Roadmap for Change Begin the Journey October 12, 2014
  10. 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. 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. 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. 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. 14. How to Transform Your HR Function into a Center of Excellence October 12, 2014
  15. 15. Hidden Wastes - Overproduction Too many steps in the process Excess process steps Lack of sufficient talent October 12, 2014
  16. 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. 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. 18. Hidden Wastes - Waiting Undefined decision making Fill times Customer unmet needs October 12, 2014
  19. 19. CASE STUDY- Guidon Financial Client October 12, 2014
  20. 20. CASE STUDY- BMGI Hospital Turnover October 12, 2014
  21. 21. Hidden Wastes - Transportation Unnecessary Movement Office traffic flows October 12, 2014
  22. 22. Hidden Wastes - Transportation October 12, 2014
  23. 23. Hidden Wastes - Overprocessing Excess steps in the hiring process Redundancy “Island” mentality October 12, 2014
  24. 24. Hidden Wastes – Over Processing October 12, 2014
  25. 25. Hidden Wastes - Inventory Too Much work in process Physical piles of forms Lists of pending requests Excess wait time October 12, 2014
  26. 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. 27. Hidden Wastes - Inventory Too Much work in process Physical piles of forms Lists of pending requests Excess wait time October 12, 2014
  28. 28. Hidden Wastes - Movement Needless Switching of programs Needless Movement of People Needless Movement of Information October 12, 2014
  29. 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. 30. Hidden Wastes – Employee Potential Idle time Under staffing Over staffing Disempowerment No time for continuing education October 12, 2014
  31. 31. Hidden Wastes – Material Usage E-Mails Late starts for tele-conferences Design errors October 12, 2014
  32. 32. In Plain Sight: Finding and Eliminating Waste October 12, 2014 Questions ? Before my final thoughts
  33. 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. 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. 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. 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. 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. 38. TLS Continuum Strategy  Goal of any organization is to acquire and maintain clients  How do we do that? October 12, 2014
  39. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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

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