TOOL on HigH Performance Organisations

7/29/2019 TOOL on HigH Performance Organisations

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HigH Performance organisations:

Maximising workforce potential

Workplace Productivity Tool

February 2012


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Education and Training

The Australian Industry GroupDirect Tel: 03 9867 0202Fax: 03 9867 0195Email: [email protected]


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HigH Performance organisations:

Maximising workforce potentialWorkplace Productivity Tool

February 2012


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ii HighPerformanceOrganisations:MaximisingWorkforcePotentialFebruary2012

KeyFeatures

Wheneachofthepiecesofresearchtheresearchreview,thesurveyresultsandthecase

studies-isbroughttogether,itappearsthattherearesevenmajorcharacteristicsofhigh

performingorganisations,andeachofthesehasanumberofsubcategories.Themajorareashavebeenidentifiedas:

1. Leadership2. Participatorydecisionmaking3. Teambasedworksystems4. Developingandutilisingtheskillsoftheworkforce5. Qualityimprovement6. Learningfromothersnetworkingandbenchmarking7. Knowledgesharing.

Theseareashavebeenusedinthedevelopmentoftheselfassessmenttoolthatfollows.

Thetoolisdesignedtobeusedtohelpatwostageprocess.

Stage1isthediagnosticstage,wherethecompanyinvestigatesitsperformanceinrelationtoanumberofcharacteristicscommonlyfoundinhighperformingcompanies.

Stage2providesideasforstrategiesandprocessestoaddressareasidentifiedasneedingimprovement.Anumberoftemplatesareincludedtoassistcompaniesin

implementation.

Theoverallintentionofthetoolistohelpfindwaystoenhanceorganisationalpracticesandin

particularskillsutilisationthatwillleadtoincreasedproductivity.Thetoolisincludedinthis

reportasastandalonedocument.


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HighPerformanceOrganisations:MaximisingWorkforcePotentialFebruary2012

Contents

ThisTool.........................................................................................................................................1

1.1 Leadership................................................................................................................................4

1.2 EmpoweringandInvolvingWorkers,IncludingParticipatoryDecisionMaking......................6

1.3 TeamBasedWorkSystems......................................................................................................8

1.4 DevelopingandUtilisingtheSkillsoftheWorkforce(IncludingMulti-SkillingandJob

Rotation)................................................................................................................................10

1.5 QualityImprovement.............................................................................................................12

1.6 LearningfromOthersNetworking,Benchmarking.............................................................14

1.7 KnowledgeSharing................................................................................................................16


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HighPerformanceOrganisations:MaximisingWorkforcePotentialFebruary2012


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HighPerformanceOrganisations:MaximisingWorkforcePotentialFebruary2012 1

ThisTool

Thistoolisdesignedtobeusedtohelpatwostageprocess.

Stage1isthediagnosticstage,wherethecompanyinvestigatesitsperformanceinrelationtoanumberofcharacteristicscommonlyfoundinhighperformingcompanies.

Stage2providesideasforstrategiesandprocessestoaddressareasidentifiedasneedingimprovement.

Theoverallintentionofthetoolistohelpfindwaystoenhanceorganisationalpracticesandin

particularskillsutilisationthatwillleadtoincreasedproductivity.

Whocanuseit

Ideallythistoolwouldbeusedtoprovideanoverviewofallaspectsofthebusinessand

thereforeusedbytheseniormanagementteam.However,itispossibletousethetoolinoneor

moreareasofthebusiness.Asthefirstpartofthetoolrequiresselfassessment,itwouldbea

goodideatoinvolveseveralpeopleinthattaskandtomakesuretherewasconsultationand

discussionaboutwhythetoolwasbeingused,whataspectswereapplicableineacharea,and

howtheoutcomeofthetoolcouldbeusedtobenefitthecompanyanditsemployees.

Whattheresearchsays

SynopsisofNCVERreport FindingsfromtheCaseStudies

TheAustralianIndustryGrouprecentlyundertookaprojectinvestigatingskillsutilisationanditsrelationshiptoproductivitywhichbeganwitharesearchreviewofnationalandinternational

researchonskillsutilisationandworkplaceproductivity.Thiswasfollowedbyvisitstofive

identifiedhighperformingcompaniestoidentifytheactions,processesandstructurestheyput

inplacetocreatehighperformingworkplacesandtobuildproductivity. TheresearchreviewwasundertakenbytheNationalCentreforVocationalEducationResearch

(NCVER)andfocusedonempiricalresearchonhighperformanceorganisationsandananalysis

ofdifferentapproachestoskillsutilisation.Theresearchersdiscoveredawiderangeof

definitionsofhighperformanceanddifferentapplicationsindifferentcircumstances,andthey

arrivedattheviewthatacrossthefullrangeofapproachesthecommonthreadwasthese

organisationsarefocusedonmaximisingthepotentialoftheirworkforce.Theywerealso

focusedonutilisingthispotentialformutualbenefitandcompetitiveadvantage.

Toquotefromthereportitself:

Theydothisbyrecruitingcompetentworkers,involvingtheminextensivetrainingandcreating

orre-designingjobswhichwillprovidethemwithchallenge,responsibilityandcontrol.Inso

doing,theyenabletheeffectiveutilisationofskillsandreducetheoccurrenceofskillsmismatch

(thatis,whereworkersdonothavetheskillsforthejobstheyaredoing,orareover-skilledfor

theirjobs).Highperformanceorganisationshaveflattermanagementstructures,promote

participatorydecision-making,andsharebusinessinformationwithemployees.Theyapply

performance-relatedrewardandrecognitionsystems.Workisorganisedaroundprinciplesof

teamwork,leanproductionandqualitymanagement,andprocessesaresupportedbyrelevant

andcurrenttechnologies.Suchpracticeshelptheorganisationtomakebestuseofthetalentsandskillsoftheirworkersandinsodoingimproveorganisationalcommitmentandlabour


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2 HighPerformanceOrganisations:MaximisingWorkforcePotentialFebruary2012

retention.Financialperformance,ratesofproductivity,employeecommitment,labourturnover

andindicatorsofemployeewell-beingareexamplesofthemeasuresthathavebeenusedto

indicateorganisationalperformance.Originallyadoptedbymanufacturingcompaniessome

aspectsofhighperformanceincludingprinciplesofleanproductionarebeginningtoappearin

businessandserviceareas.

Althoughthelistofpracticesthatindicatehighperformanceseemsoverwhelming,theresearch

alsoshowedthatitwasusuallyacombinationofanumberofthesepracticesthatwaslinkedto

highperformance.

Thecasestudyresearchinvolvedvisitstofivecompanies.Threeofthecompanieswereinthe

manufacturingindustry,whileonewasacombinedserviceanddefenceindustrycomponent

designerandmanufacturer,andanotherwasinthehealthandcommunityservicesindustry.

TwoorganisationswerelocatedinsuburbanSydney,oneinAdelaide,oneinMelbourneandone

inregionalVictoria.Oneorganisationemployedapproximately30people,whiletheothers

employedbetween130and250individuals.Theoldestcompanyhadbeeninbusinessfor

approximately80years,whilethemajorityoftheothershadbeenoperatingforaroundtwenty

years,withonelessthansevenyearsold.

Manyofthecharacteristicsofhighperformingcompaniesmentionedintheresearchreview

wereobservedinthevisitstothecasestudycompanies.Eachofthecompanieswasopentothe

ideaofavisitandindividualsinterviewedwereveryforthcomingwithinformationabout

companyoperations.

Theresultsofboththeresearchreviewandthecasestudyresearchhavebeenusedtocreate

thistool,whichrequiresthebusinesstoassessitscurrentcharacteristicsagainstthoseofhigh

performingorganisationsandtoidentifyareasforimprovementanddevelopanactionplanfor

thoseimprovementsteps.

Wheneachofthepiecesofresearchisbroughttogether,itappearsthattherearesevenmajor

characteristicsofhighperformingorganisations,andeachofthesehasanumberofsub

categories.Themajorareashavebeenidentifiedas:

1. Leadership2. Participatorydecisionmaking3. Teambasedworksystems4. Developingandutilisingtheskillsoftheworkforce5. Qualityimprovement6. Learningfromothersnetworkingandbenchmarking7. Knowledgesharing.

Theseareashavebeenusedinthedevelopmentoftheselfassessmenttoolthatfollows.


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1.1 Leadership

Setoutbelowaresomecharacteristicsofleadershipoftenobservedinhighperforming

organisatons.Usethelisttocommentaboutyourownorganisation.

1.1.1 Ourleadersfosterapositiveandproductiveworkenvironment

Always Often Sometimes

Rarely Never Dontknow Notapplicable

1.1.2 Ourmanagersleadbyexample



1.1.3 Leadersandmanagersinourorganisationareencouragedtoparticipateinaleadership

andmanagementdevelopmentprogram



1.1.4 Ourorganisationhasleaderswhopromotehighmorale



1.1.5 Ourworkplacesupportsinnovativethinkingandmakesuseofnewideas




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Comments

SCORING: Assignpointstoeachselectionandaddthemtoatotalofascoreoutof25,

usingthescoringsystembelow.

Always 5 Often 4 Sometimes 3 Rarely 2

Never 1 Dontknow 0 Notapplicable 0

Totalforsection /25

Measuresofleadership

Leadershipcanbemeasuredsubjectivelybybroadmeasuressuchaswhattheplacefeelslike,

thedegreeofenthusiasmobviousintheworkplace,participationinevents,attendanceat

meetingsetc.

Itcanalsobemeasuredquantitatively,usingmeasuresofproductivity,orefficiencysuchas

lookingforatrenddowninthenumbersoferrors,atrendupinsales,highlevelsofcustomer

satisfaction,complaintshandledeffectivelyetc.Yetanotherapproachistousesomesortof

leadershipindex,atargetedmeasurementtoolwheretheworkforcecommentsonitsleaders

(usuallyeachstaffmemberwouldcommentontheirimmediateboss).


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1.2 EmpoweringandInvolvingWorkers,IncludingParticipatoryDecisionMaking

Setoutbelowaresomecharacteristicsofworkforceparticipationoftenobservedinhigh

performingorganisatons.Usethelisttocommentaboutyourownorganisation.

1.2.1 Staffreceiveregularinformationandupdates(newsletters,magazines)oncompany

performance,businessstrategy,businessplansandtargets



1.2.2 Staffcanbelongtosometypeofparticipativeorconsultativecommittee



1.2.3 Everyoneinourorganisationgetsthechancetosuggesthowtheycouldimprovetheir

partofthebusiness



1.2.4 Ourorganisationacknowledgesandrewardspeopleforparticipatingandsuggesting

goodideas



1.2.5 Staffprovidefeedbackviainternalstaffsurveysorsuggestionschemes




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1.2.6 Staffhaveaccesstofinancialrewards(suchaspayforperformance,profit-sharing,

groupincentives,bonuses,staffdiscounts)



1.2.7 Staffhaveaccesstonon-financialrewards(suchasgifts,meals,extratimeoff,praise,

teamprizes)



Comments





Totalforsection /35

Measuresofstaffinvolvement

Staffsatisfactionsurveyscanbeusedtofocusonthischaracteristic.Anumberofwebsites

provideversionsoftheseyoucanmodifyforyourownorganisation.Thesewilltendtofocuson

staffperceptionsaboutsatisfaction.Aswellasthat,youcouldalsousemorequantitative

measures,suchasstaffturnover,numberofsickdaystaken,numberofstaffwhoattend

functionsoreventssetupbytheorganisation.Trendsofthesefiguresovertimeneedtobe

analysedratherthanjustone-offsurveys.


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1.3 TeamBasedWorkSystems

Setoutbelowaresomecharacteristicsofteambasedworksystemsoftenobservedinhigh

performingorganisatons.Usethelisttocommentaboutyourownorganisation.

1.3.1 Ourorganisationutilisesself-managedandself-directedteams



1.3.2 Peopledoingtheworkhavetheauthoritytomakedecisionsandimplementthemabout

howtodotheworkbetter



1.3.3 Systemsinourorganisationreinforcecollaborationandcooperation



1.3.4 Staffareencouragedtocontributetocross-functionteamsinourorganisation



1.3.5 Thereisrespectforexpertiseinourorganisation,ratherthanjustforposition




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Comments





Totalforsection /25

Measuresofteambasedworksystems

Aswiththepreviouscharacteristic,youcouldusestaffsurveystotestthischaracteristic,

particularlythecriteriasuchasrespectforexpertiseratherthanjustpositionasmentioned

above.Conductingthesurveyatdifferenttimes,beforeandaftertheintroductionorre-vamping

ofteambasedapproacheswouldbeuseful.

QuantitativedatacouldbearrivedatbyseekingexamplesofwherePeopledoingtheworkhave

theauthoritytomakedecisionsandimplementthemabouthowtodotheworkbetterwherea

directmeasureofproductivityismadepriortothedecisiontochangesomethingabouttheway

workisdone,andthentakemeasuresaftertheevent.Ifusingthisapproach,makesuretomakeseveralmeasurements,immediatelyafterthechange,andsometimelatersothatany

honeymooneffectcanbetakenoutofcalculations.


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1.4 DevelopingandUtilisingtheSkillsoftheWorkforce(IncludingMulti-Skilling

andJobRotation)

Inmanycasesstaffarehiredbecauseoftheirskills,ortheskillsareassumedfromtheir

qualifications.Mostsuccessfulorganisationsdeveloptheskillsoftheirworkforcecontinually,

andlooktoidentifyingallofeachworkersskillsandapplythoseskillseffectively.

Setoutbelowaresomecharacteristicsofskillsutilisationoftenobservedinhighperforming

organisatons.Usethelisttocommentaboutyourownorganisation.

1.4.1 Individualsareencouragedtoidentifytheirownskills


Rarely

Never

Dontknow

Notapplicable

1.4.2 Ourorganisationhasaprocessinplacetoidentifyemployeesskills



1.4.3 Whenemployeeskillsareidentified,therearestructuresandprocessesinplacetomake

surethattheskillsareutilised



1.4.4 Skilldevelopmentplansaredevelopedandputinplaceinconsultationwitheach

employee



1.4.5 Whenskilldevelopmentprogramssuchasjobrotation,mentoringoronthejobtraining

areimplemented,thegoalsthatsuchprogramsaredesignedtomeetareclearandknownbyall



1.4.6 Staffareinvolvedinjobrotations


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1.4.7 Organisationadoptsflexibleworkingarrangements(includingflexiblejobdescriptions,

flexibleworkinghours,flexiblelocations,andjob-sharingarrangements)



Comments





Totalforsection /35

Measuresofskillsutilisation

Indicatorsforyourbusinesstokeeptrackofinclude:

thepercentageofwagesandsalarybillspentonstafftraining; thenumberofhours/daystrainingperemployeeperyear;and thepercentageofemployeeswithup-to-datecareerdevelopmentplans.


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1.5 QualityImprovement

Setoutbelowaresomecharacteristicsofqualityimprovementoftenobservedinhigh

performingorganisations.Usethelisttocommentaboutyourownorganisation.

1.5.1 Staffunderstandtheirrolesinhelpingourorganisationachieveitsgoals



1.5.2 Staffareinvolvedincontinuousimprovementactivities



1.5.3 Ourworkplaceregularlyanalysesworkprocessesandworkflows



1.5.4 Staffareinvolvedintotalqualitymanagementprocesses



1.5.5 Aqualityassurancesystemisinplacetoevaluateprocessesandoutcomesandto

implementcontinuousimprovement




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1.5.6 Bestuseismadeoflatesttechnologies,equipmentandresources



1.5.7 Leanproductionmethodsareusedtostreamlineproductionandserviceprocesses



Comments





Totalforsection /35

Measuresofqualityimprovement

Thetypesofqualitymeasureswillvarydependingonyourindustryorsector.Measuresof

qualityimprovementcouldinvolvedeclinesineachofthefollowing:

costsofproductdefects,rejectsorre-working; costsofinspectionsorqualitytests; numberofcustomercomplaints;and machineryandequipmentdown-time.

Theycouldalsoinvolve increasesinthenumberof:

positivecustomerfeedbackcomments;and productsproducedperemployee.


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1.6 LearningfromOthersNetworking,Benchmarking

Setoutbelowaresomecharacteristicsofnetworkingoftenobservedinhighperforming

organisations.Usethelisttocommentaboutyourownorganisation.

1.6.1 Ourorganisationiswelllinkedtootherpeopleandorganisationsinourindustryor

sector(ielocalornationalorganisations)



1.6.2 Wehaveexploredopportunitiesforworkingwithorenteringintojointventureswith

others



1.6.3 Ourorganisationmeetswithnon-competingcompaniestoshareinformationabout

approachesandtechniquestoimproveproductivity



1.6.4 Wehaveexcellentrelationshipswithsuppliersandothersinvolvedinthesupplychain



1.6.5 Ourorganisationhasconnectionswithsomelocal,stateorAustraliangovernment

agenciesorprograms




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1.6.6 OurorganisationhascollaborativerelationshipswithTAFEand/oruniversities



1.6.7 Ourorganisationhascollaborativerelationshipswithresearchorganisations



Comments





Totalforsection /35

Measuresofnetworkingsuccess

Youcouldusesomequantitativemeasures,suchasthenumberofnetworkingeventsattended

bystaff,butthesefiguresarenotveryusefulunlessyouhaveacleargoalfornetworkingand

collaborationwithothercompanies.Youcouldmeasurethemutualbenefitsoftherelationship

throughasurveyofthesecompanies,orbyidentifyingthesuccessorotherwiseoftheideas

broughtbackfromthesesessions.Askingstaffwhoattendtheseeventswillalsoproducesome

interestingresultsthatmayrelatebacktoothercharacteristics,suchasstaffmoraleand

engagement.


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1.7 KnowledgeSharing

Setoutbelowaresomecharacteristicsofknowledgesharingoftenobservedinhighperforming

organisations.Usethelisttocommentaboutyourownorganisation.

1.7.1 Ourorganisationisabletocollecttheinformationitneeds,toassesshowwellitisdoing



1.7.2 Weregularlymeasurearangeofkeyperformancemeasures/indicators



1.7.3 Everyoneintheorganisationknowswhatourkeyperformancemeasuresare



1.7.4 Workersknowwhytheachievementofgoalsisimportant,notjustwhattheyare



1.7.5 Peoplewhoworkinourorganisationhaveaccesstoalltheinformationtheyneedto

performwellintheirroles




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1.7.6 Authority,informationanddecisionmakingarealignedinourorganisation



Comments





Totalforsection /30

Measuresofknowledgesharing

Somequalitativemeasuresofknowledgesharingmightincludestaffrespondingtoastaffsurvey

indicatingthattheydidknowwhatwasgoingonintheorganisationatleastatthelevelofdetail

requiredtodotheirjob.Thiscanalsobemeasuredinquantitativewaysby:

thenumberofstaffmeetings; thenumberofstaffbulletins;and thenumberofcomments/suggestionsmadebystaff.

Notethatknowledgesharingisnotthesameasinformationgivingbymanagementtostaff.

Thereneedstobeasharingofknowledgeup,downandacrosstheorganisation.


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Stepstoimplementactionplan

Step1-Determinewhichoftheabovelistedcharacteristicsofhighperformingorganisationsyouwouldliketofocuson.Youmaynoticethatmanyofthemareinterrelatedandyoumaydecideyouwanttofocusonseveralofthemandifsoyou

shouldfollowthesestepsforeachone.

Step2-Decidehowyouwillinvolveothersintheorganisationandwhosesupportyouwillneedtoensuresuccess.

Step3-Developaprojectplanforeachcharacteristicyouwillfocuson.Usethetemplatesattheendofthistooltoguidethisprocess.

Step4-Developariskmanagementplanandacommunicationplanforeachproject.Bydevelopingariskmanagementplanyouwillbeabletoidentifypotentialbarriersor

problemsanddecideonactionstoavoidormitigatetherisk.Thecommunicationplan

willhelpyoudeterminewhoneedstoknowwhat,whoneedstobeinvolvedindecision

makingandwhowillbeaffectedbyyourproject.Bothoftheseareveryimportantin

managinganysortofchangeprocess.

Step5-Determinehowyouwillmeasureoutcomes.Forinstance,ifyouwanttoimproveproductivity,youmayhaveatargetof10%improvementindailytargetof

numberofproductsmeetingqualityspecificationswithinathreemonthtimeframe.

Step6-Setclearbeforeandaftercriteriaandmeasures.Insomeareas,suchasparticipatorydecisionmakingforexample,thisismoredifficulttomeasuredirectlyand

youmayneedtousemeasuressuchasstaffsurveysaboutperception,satisfactionetc.

Step7-Identifyeachactivitythatwillneedtotakeplacefortheprojecttosucceedandassignresponsibilityforthoseactivitiesusingthetemplatesattheendofthistool,or

moresophisticatedprojectplanningdocumentationifnecessary.Assignrequired

completiondatesforeachstagealsowithcleartargets.Remembertoincludemeeting

datesofthoseinvolved,managementetctoreviewimplementationandtorespondto

anychallenges.

Step8-Identifytheresourcesnecessarytocompletetheprojectwhatpeople,time,equipmentwillberequired.

Step9-Determineclearindicatorsofsuccessandwaystocommunicatethissuccesstoallinvolved.

Step10-Reviewtheprojectonfinalisation.Whatinitiativeswillyoufollownext?Whatisthenextproject,orcanthisonebeexpandedoutfromatrialareatothewhole

organisation?


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Possibleinterventions

Setoutbelowarethesevenkeyfeaturesofhighperformingworkplacesandnexttoeachof

those,someofthebehavioursandactionsoftenidentifiedinthoseworkplaces.Thetable

providessomeideasthatwillhelpyouindeterminingyourownactionplansforeachareayouintendtofocusonforyourorganisation.

Featuresofhighperformingworkplaces Behavioursandactions

Leadership Structuredleadershipdevelopmentprograms

inplace.Thesemightbeformalprograms

conductedexternallyorbyengagingan

externalgroup,ormaybemoreinformaland

internalsuchasthedevelopmentofa

mentoringprogram.

Takingresponsibilityforonesownworkat

eachleveloftheorganisationandcreatingan

expectationofleadershipintheformofideas

andclarityofcommunicationwiththe

workforce.

Ensuringleadersareaccountablefortheir

actions.

Participatorydecisionmaking Decentralisationofauthority.

Decisionsmadeascloseaspossibletothe

worktheyaffect.

Teambasedworksystems Workorganisedaroundteams.

Multiskillingandtasksharingamongstthe

teamsaswellasbetweenthem.

Individualsintheorganisationidentifyasa

memberofaparticularteam.

Developingandutilisingtheskillsof

theworkforce

Clearsupportforeducationandskill

developmentacrosstheorganisation.

Trainingneedsanalysisandskilldevelopmentactivitieslinkedtocurrentandidentified

futureneedsoftheorganisation,butalso

takingintoaccountcareeraspirationsofthe

individual.

Recognitionofstaffskilldevelopmentthrough

progresstowardsnationallyrecognised

qualifications.


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Qualityimprovement Managementsupportfortryingsomething

different.

Clearorganisationstrategyforcontinuous

qualityimprovementusingstrategiessuchas

leanmanufacturingandotherrecognised

techniquesapplicabletotheparticular

industryofoperations.

Learningfromothersnetworking

andbenchmarking

Organisationsbelongtoindustryassociations

andformalandinformalnetworksthatmight

includesuppliersandcustomers.

Individualstaffmembersareencouragedto

attendnetworkingevents,includingformal

conferencesbutalsoinformaldiscussions.

Organisationsandindividualsengagein

benchmarkingactivitieswithpeers,orwith

non-competingcompaniestoimprove

practicesandoutcomesinboth.

Knowledgesharing Two-waysharingofinformationand

knowledgebetweenmanagementandstaff.

Wholeofstaffmeetings,newsletters,weekly

bulletins,suggestionboxes.


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Appendices

AppendixI:RiskManagementStrategy

Setoutbelowaresomepotentialrisksandsuggestedtreatmentstrategies.

Identifiedrisk Probability Impact Rating Control/Treatment

Key

Probabilityusesa5pointscale:1=Highlyunlikelyto5=Highlylikely

Impactusesa5pointscale:1=Minimaleffectonprojectoutcomesto5=Significantthreatto

successfuloutcomes

Ratingusescolourcoding:

Red(15-25)=requiresgreatestattention Amber(10-14)=mediumeffortrequired Green(


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AppendixII:CommunicationStrategy

Audience Keymessage Action Communication

channel

Status

Whoneedsto

know?

Howwillwetell

them?

Whowilldo

whattomake

surethis

happens?

Listtheactual

channelsyouwill

useegMonday

Update,Quarterly

wholecompany

staffmeeting

Wherearewe

upto?

Addmorerowsasrequired.


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HighPerformanceOrganisations:Maxim

isingWorkforcePotentialFebruary2012

24

AppendixIII:PlanningTemplates:Leadership

Strategy

Responsibility

Activitiesandtiming

Performanceindicators

Objective:Tocreateandmaintainacultureofleadershipatall

levelsoftheorganisation

Teambasedworksystems


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25

HighPerformanceOrganisations:MaximisingWorkf

orcePotentialFebruary2012

Strategy

Responsibility

Activitiesandtiming


Objective:Toestablisheffectiveteambasedworksystemsin

theorganisation


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Note:Thisformhasbeenpartiallycompletedtoindicateonepossiblewayofstartingtheplanningprocess.

Strategy

Responsibility

Activitiesandtiming


Objective:Toidentifytheskillsoftheworkforceanddevelopandutilise

thoseskills

Identifyskilln

eedsofthebroad

workforcefor

thenext3-5yearsusing

thestrategicandbusinessplanofthe

organisation

Seniormanagemen

t

teamandHR/training

department

Reviewstrategic/businessplan

Developbroadworkforceplan

(numbersandbroadskillareas)

andtiming

Doc

umentedworkforceplan

includingnumbersofstaffwith

bro

adskillcategoriesidentified

and

linkedtoeachyearoutlined

inthestrategic/businessplan

Identifywhich

oftheseskillsis

currentlyheld

bytheexisting

workforce

Identifyother

skillsheldbythe

existingworkforcenotcurrentlyused

bytheorganisation

HR/trainingdepartment

ConductTrainingNeedsAnalysis

Doc

umentedoutcomesofTNA

Identifygapb

etweenskillsheldby

existingworkforceandskillsrequired

bytheorganisation

HR/trainingdepartment

Determinetheoverallstrategytofill

thisgapthis

mayincludedecisions

aboutwhethe

rtorecruitstaffwith

neededskills,

ortoupskillexisting

staff,oracom

binationofboth

SeniorManagemen

t

group


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27



Strategy

Responsibility

Activitiesandtiming


Prioritisebusinessareasofthe

organisationmostlikelytorequire

furtherskillsintheshorttomedium

termforn

extsteps

Seniormanagem

ent

group

Ifupskillin

gexistingstaff,develop

optionsab

outhowtodoso,including

costsandimplicationsforongoing

businesso

perations

HR/trainingdep

artment

Shouldincludeformaland

informaltrainingoptions,

multiskilling,jobrotationandthe

triallingoftheseindifferent

areastodetermineeffectiveness

andefficiency


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Planforanotherareaofqualityimprovement

Strategy

Responsibility

Activitiesandtiming

Perf

ormanceindicators

Objective:Tointroduceleanmanufacturinginourorganisation

Leadersh

ipgetsenior

managementonboard

Nominat

eaprojectleader

Selectacross-department

teamof3-5peopletowork

withthe

projectleader

Trainthe

teaminrelevant

toolsandtechniques(eg

5S,

leanprinciplesetc)

Choosethemost

appropriatetoolsand

techniqu

esandprioritise

Commun

icateandconsult

withentireworkforce

Chooseapilotareaand


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%

!

#

'

$

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#

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!

!!!'

!''


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Networkingandbenchmarking

Strategy

Responsibility

Activitiesandtiming


Objective:Tonetworkwithpeopleandorganisationsoutsidethe

company,toshareexperiences,andlearnfromothers


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Knowledgesharing

Strategy

Responsibility

Activitiesandtiming


Objective:Tobuildstrongcommunicationchannelsand

knowledgesharingbetweenmanagementandstaff


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