Operational Excellence through People Processes

1© Rajesh Naik, 2010

Released under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license

Operational Excellence through

People Processes

Operational Excellence through

People Processes

Rajesh Naik @ SPICON, Chennai (Jan 22-23, 2010)



Operational Excellence through People Processes

OR

We need Something More

than CMMI®



Organizational Excellence

STRATEGY

DELIVERY PROCESS

TECHNOLOGY

PEOPLE



How does the people element sabotage excellence?

• Lack of skills

• De-motivation – poor infrastructure, unfair compensation

• Unclear goals and targets

• Lack of transparency – “it is confidential”

• Lack of belonging – “my client cares more for me than my company”

• Lack of stability

• Poor/ inconsistent culture

• Ignoring the people aspect - “our processes are people independent”

• Locked knowledge and skills

• Unclear roles and responsibilities



What does a person want from the organization?

• Company brand image

• Work facilities (canteen, swank office)

• Adequate compensation

• Skills to perform

• Interesting work

• Feeling of belonging

• Being treated fairly

• Appreciation of work done

• “My opinion matters”

• Learning skills for growth

• Growth prospects

• Consideration for personal issues

• Environment to contribute beyond assigned work



People Issues and People Processes - Themes

Do We Know How to Do the Work?Theme – Skills/ Competencies

Do We feel Like Doing the Work?Theme – Motivation and Performance

Would We Like Do it Together?Theme – Teamwork, Culture, belonging

Are We Moving in the Desired Direction?Theme – Aligning Workforce to Strategy



Theme – Skills & Competencies

Training for Current Task

Competency Framework Creation & Evolution

Competency Assessment of Individuals

Planned Long-Term Competency Development

Knowledge Asset Management Mentoring/ Coaching

Do I have the skills to do the assigned job?

Do I know what skills are required – in the

long run?

Do I know the gaps in my skills?

Can someone help me close the gaps?

Will the experts teach me?

Can I reuse the stuff created by others?



Theme – Motivation & Performance

Formal Performance Management

Rewards & Recognition

Facilities & Infrastructure Compensation

Career Management

Is this placefit to work In?

Am I being paid fairly?

Do I know how well I am doing?

Will anyone notice the great work I

did?

Is there a future for me here?



Theme – Teamwork, Culture & Belonging

Top Down Communication

Team Work

Delegation of Authority

Empowerment for Self Managed Teams

Bottom Up Communication: Grievances, Issues, Opinions

Lateral Coordination: Dependencies, Interfaces

Am I important enough to be

told?

Does anyone listen to my problems?

Can we work without getting in each others’ way?

Can we enjoy working with each

other?

Since this is important, can we have the authority to

manage ourselves?

Can I take the decision that I am

competent and responsible for?



Theme – Aligning Workforce to Strategy

Resource Management

Long Term Workforce Planning

Hiring Exit Management

Integration of Multi Disciplinary Teams

Can we find the right person internally?

Let us part gracefully.

How do we get the best person in?

Do we know how many people and the skills we

need in future?Can we put together a diverse set of skills and make it succeed?



Use a Process Approach

• To get lasting benefits from these areas, use a process approach:

– Create process architecture

– Understand dependencies between

processes

– Remember the concept of maturity (for

sequencing, prioritization)

– Convert the new processes into a habit:• Provide vision, policy and direction

• Provide training, people, tools, budgets

• Measure the status and effectiveness

• Verify compliance



Elements of Managing Change

VisionActionPlanResourcesIncentivesSkills Change

ActionPlanResourcesIncentivesSkills Confusion

VisionActionPlanResourcesIncentives Anxiety

VisionActionPlanResourcesSkills

GradualChange

VisionActionPlanIncentivesSkills Frustration

Vision ResourcesIncentivesSkillsFalseStarts

* Delorise Ambrose, 1987. Personal communication.



Things to remember when you implement

• Run it as an organizational initiative

– Involve Operations, Quality and HR

• Ensure Executive Management buy-in and focus

– For continuing resources, budgets and attention

• Use the “maturity” concept

– Fix the basics first, before attempting complex stuff

• Use Program Management

– Rather than a set of unconnected events

• Do what it takes to make a habit of the new

process



About this Presentation

More resources on the subject are available from the creator of this presentation at:

http://www.rajeshnaik.com

© Rajesh Naik, 2010

This work is released under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Unported License license. This means you can use it for non-commercial purposes so long as you include the copyright line “© Rajesh Naik, 2009". If you create derivative works using this work, they should also be made available under a similar license. For further information go to http://creativecommons.org/licenses/by-nc-sa/3.0/ For uses outside the scope of the license, contact Rajesh Naik at [email protected]

Author: Rajesh NaikConsulting Partner

QAI India Limited

[email protected]

[email protected]

+91 9845488767



Thank YouRajesh Naik

Consulting PartnerQAI India Limited

Email

[email protected]

[email protected]

Mobile

+91 9845488767

Website

www.rajeshnaik.com

Also, have a look at the latest “business novel”:

Aligning Ferret: How an Organization MeetsExtraordinary Challenges

By Swapna Kishore & Rajesh Naik

Website: http://www.postscript-impressions.com

Business

Operational Excellence through People Processes