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.…
Your staff members complain about having too much work, the proportion of people on short-term sick-leave is consistently above average and the turnover rate is disturbingly high. However, comparing takt time and processing time does not show to any obvious issue. So, what is the problem?…
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. …
Thinking ahead is a cardinal rule of business. In addition to monitoring the daily operations of your business, you need to think about the future. And, as difficult as it may be, it’s important to envision the day when you no longer will be in charge. …
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.…
…I absolutely believe that people, unless coached, never reach their maximum potential.
Bob Nardelli
Your Lean Six Sigma initiative has taken off well, project teams led by Belts have done a nice work and results are in. Good job so far?! However, this is the rather easy part of your journey. The more difficult part is about retaining and accelerating the trained Black Belts and Green Belts (Belts).…
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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Architect of High-Performing Organisations
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