HR on Process Improvement
To deliver more worth the human resources department requires to spend more time fast-tracking operational enhancement and less time on its outmoded administrative and compliance activities. It’s very essential for a human resource department to choose on to what is essential and nonessential. Administrative responsibilities such as getting pay checks out on time are not core. For enriched consulting, whether it be IT consulting, Technology consulting , Agile consulting or Operations consulting , we need to focus on process improvement. And to accelerate process improvement, following tips are to be followed:
Hire HRs with broad operational augmentation experience
To get the “people” portion of process improvement right HR needs employees who can go toe-to-toe discussing operating changes with line managers. HRs need credibility to challenge line managers on whether they are improving the attitudes and skills of their people at the same time they are re-modelling their careers.
Looking for the continuous enhancement of the HR department a company can look at hiring experts in organizational development to help people adapt to process changes. Experts in training and education helps teams on group problem solving, team building & employee engagement and hiring people with across industry experience can help bringing new flair and slant of thought in the HR function.
Modernize and unburden HRs of Monotonous Jobs
Managers of HR administrative services such as payroll and benefits need to focus on running a steady & dependable process at low cost & To do this they need standard automated system and the freed up time of HR can be spent on process enhancement. Large establishments often use outsourced services so that other entities can handle these responsibilities.
Form an organization development group of HRs for operational improvement
To emphasize on operational change, HR needs a department dedicated to it, the group will aim at finding ways to accelerate working changes driven by new strategies and new business methods and developing people for new roles unlike the HR’s who run a tight operations. These “Organizational Development” people should be change representatives with a partiality for operational modernization and in addition to typical organizational development groups focused mainly on leadership development and training, this group should have operational & enhancement skills.
Of course like other business functions, HR needs to continue doing a virtuous job at core administrative functions and line managers won’t take proposals of more value-added services if the basics are not shielded. It is easier to take instructions from line managers and be a good service company than to be proactive and take threats of helping with the people side of operational change but HR will continue to miss prospects to bring value if its influential won’t take some risks and drive the people side of operational change.
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