Before considering what the key skills for HR practitioners in the future will be, it is essential to identify the future challenges for the HR service.…
To be a good coach is hard work. Coaching requires a set of skills that need to be built. The journey as a coach is a long but rewarding one. How will we know when we have arrived? “With the best of leaders, when the work is done, the project is completed, the people all say, ‘We did it ourselves.’” Lao Tzu…
Given today’s need for HR professionals to be Strategic Business Partners, to be a ‘Voice of Conscience’ to the CEOs as well as Champion for the Employees, those with background in proven management methodologies and tools such as Lean, Six Sigma or Kaizen have a great advantage. …
At some point in a mentoring relationship, the need for a difficult conversation will arise. Whereas every conflict is different, and there is no one-size-fits-all advice, there tend to be patterns to what goes wrong, and what helps. …
“People leave bad managers, not companies …,” is one of the results of a famous Gallup survey at corporations in the US. This does not mean we have “bad” people as managers. It rather means that not every high-performing employee is really suitable for a managerial position. Other surveys have shown that less than 30% of high performers have the ability to do well as supervisor.
In response to evolving conditions, you came to realise that your organisation must change. Change leadership consists of project sponsor, with overall responsibility, seconded by a project manager. These people will be your change agent – the ones upon which success of your initiative will rely.…
Two weeks after joining Central Bank in Germany, I spend a full week in the so-called Black Belt Training by TE Capital Europe. Black Belts are the project managers for process improvement approaches at TE. This approach comes from Motorola and is called Six Sigma. The first two weeks in the new company, I have tried to understand Six Sigma and to learn about the methodology and steps, after I got somehow familiar with TE Capital and its terminology, our banking products and our bank itself. While my new colleagues could help me with the latter, the learning of Six Sigma seemed to be an unsuccessful venture, as nobody in my bank had more than a hunch about it.…
New undertakings or experiences are always challenging at first. This is no different when Schenker Singapore (Pte) Ltd, a transportation & logistics company, decides to embark on something new like Lean Six Sigma. It might seem to be even more demanding at the outset since the number of 3rd party logistics providers rising to this challenge is very limited. Best practices in this industry are not widely spread and hard to come by.
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A couple of years ago, I was meeting the President of an Asian multi-national mid-sized service company for a Six Sigma Training on Saipan, a nice sunny pacific island south-east of Japan. Together with a colleague we were sitting at the beach, wearing swimming suits and preparing the next days session whilst getting sun-tanned. When the President arrived – he was in shorts and ugly slippers! – we had a casual briefing for the Leadership Team session and the Staff Awareness Sessions we were about to run during that week.
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Today, organisations must change their priorities from a traditional focus on planning and control to emphasising speed, innovation, flexibility, quality, service and cost. The HR team has to demonstrate their commitment to meet these key business drivers.
A major problem confronting HR managers today is to increase line management and employee productivity, provide higher more value-adding levels of HR service and internal customer responsiveness and at the same time reduce costs. What is needed is an HR team that is customer-focused and market-driven in its external relations with customer and process-focused and team-oriented in its internal operations.
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OurBank is a small German bank with branches in Germany and approximately 300 employees working either in the headquarter office or in one of the branches. OurBank went through an acquisition, i.e. we became part of a large American multi-national enterprise focussing on financial services.
Due to the acquisition and the resulting uncertainty, staff turnover was sky-high, morale was down and performance was unsatisfactory. All communication activities nicely drafted in the 100-day M&A plan were not able to make the turn-around. Further talking about “Change Management” would have been devastating. Surveying employee satisfaction every quarter only reemphasised the problem for the management and sent the wrong signal to the staff. So, what happens next?
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