At some point in our life, some of us may have experienced a person who helped us to see our own strengths, who shaped our thinking and spurred us to move on. Often, this person does not even know how much impact he had on us. We probably never told him … that he is the best coach we ever had.…
Not every organisation needs to develop process managers with Lean and Six Sigma skills. Yet, every organisation deserves to have managers with some basic process management skills. Even better, if process management skills became part of the daily business routine and were applied unconsciously, became habits. What are the seven habits of highly effective process managers you should be cultivating?…
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.…
There are several invaluable lessons learnt during the different phases of YOG. A significant task has been the recruitment, preparation and motivation of more than five hundred staff and of more than twenty thousand volunteers within a timeframe of less than two years.
It is not new that recruiting people means evaluating, finding skills and experience that make up the eligibility – the aptitude – on the one hand and the suitability – the attitude – on the other hand. However, it is commonly much easier to evaluate the former in detail whilst neglecting the latter.…
Discussing workforce planning with an HR professional of a government entity in Singapore we explained our approach that starts from customer and strategy, goes via processes and concludes in workforce needs, in short. The answer I got from my client was “Why do you look into operations in order to do workforce planning. We want to do this without dealing too much with processes.”
I was surprised to get this reaction from an HR professional.…
Imagine most of your trainers as well as your team leaders have never done this job before either. Most of them have joined the new organisation only slightly earlier than…
Our client, a US-based IT manufacturing MNC, needed to align the efforts of its seven separate IT divisions and help division leaders think of themselves as part of one culture – one body – one department. Until this point, each leader and unit had been functioning as a separate department. The firm called on COE to help with team effectiveness development.
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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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