Lean Human Resources: Redesigning HR Processes for a Culture of Continuous Improvement

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.

Table of Contents:
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

About the Author :
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.

Review :
Jekiel makes a strong case for the greater part of waste coming from poor or nonexistent HR systems; she breaks down that complex subject into root causes, commentary, and then solutions. Her systematic mapping of the path to get out of the cave and into the light of day gives the reader hope that transformation of the culture is possible. - 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. Jekiel makes a strong case for the greater part of waste coming from poor or nonexistent HR systems; she breaks down that complex subject into root causes, commentary, and then solutions. Her systematic mapping of the path to get out of the cave and into the light of day gives the reader hope that transformation of the culture is possible. — 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.