Embed Size (px)
Citation preview
1
Operational Best Practice!
Michelle Hoskin
Author of Best Practice Makes Perfect!
Twitter: @SIISO22222
Michelle HoskinDirector
Standards International
LinkedIn: /standardsexpert
2
“Our deepest fear is not that we are inadequate. Our deepest fear is that we
are powerful beyond measure. It is our light, not our darkness, that
most frightens us”Timo Cruz
3
Day‐to‐Day Complexities
Resources and Skills
Principles for Perfection!
Unique Team
Procedures and House Style
Work and Task Management
Time and Diary Management
Receptive Delegation
Eliminate Complexities
Operational Excellencey
Leadership and Management
p
Best Practice
“Best Practice can only be achieved by creating a structured and supported
So what is Best Practice?
structured and supported environment where every individual within it can utilise their unique abilities to create an amazing experience for their clients”
Michelle Hoskin
4
UniqueUnique Team
Principle for Perfection #1
Design and build your unique team!
5
6
Unique Team
Technical skills
Values
Personality
Work ethos
Attitude
=
Attributes
7
Role overview and key responsibilities
Company overview
Personal Vacancy Specification Form
Relationship with existing team
Attributes and skills
Package and benefits
The Recruitment Plan
Key Step W1 W2 W3 W4 W5 W6
Create recruitment timeline and agree with all staff
Collate all role documentation ready for the recruitment process
Create Personal Vacancy Specification Form (PVSF) for the open role
Select and make initial contact with recruitment sources and negotiate terms
Send Personal Vacancy Specification Form and recruitment timeline to all selected recruitment sources
Agree and set closing date for application
Review all CVs and select shortlist of candidates
Feed back to agencies (if required) and contact selected candidates to arrange first interviews
Carry out first interviews with shortlisted candidates
Review interviewed candidates and feed back to recruitment sources
Arrange second interviews
Carry out second interviews
Carry out Kolbe profile
Review interviewed candidates and Kolbe profiles and feed back to recruitment sources
Create work‐based assessment interview programme and documents and arrange third interview if required
Carry out third interviews
8
UniqueUnique Team
EliminateEliminate Complexities
9
10
Doing more with the time you have
Remember
The Time and Task Management System™
We are not all good at the same things – we are all unique!
Being busy doesn’t mean we are being productive
Lists and structure are crucial to your success
Use the right tools
There is always a better way of doing something...so find it!
Agree and communicate your decision standards
Build the right support structure
The process
Eliminate Complexities
Create your business review process
Effective handovers – be clear on instructions
Delegate correctly
Be clear on priorities and deadlines
Plan your diary and schedule Plan your diary and schedule
Protect yourself and your workspace
Don’t procrastinate
11
What?
Business management
Business Review Process
Clients and services
Operations
Team
When? How?
Quarterly
Monthly
Weekly
Annually
Technical
Administration
Debrief
Management
OperationalOperational Excellence
12
Level 1 – Management system
Three main levels
The Operations Management System™
Level 2 – Processes and procedures
Level 3 – Master copy documents
Overview of the company, purpose, vision, goals, plans, objectives, etc
Key areas
The Operations Management System™
Business review process
HR management, recruitment and training
Continual Professional Development and Education (CPDE) and compliance
Business administration and document control
Information security, risk management, business continuationy, g ,
IT structure, set‐up and tools
Clients, service, charging and marketing
13
Identify who does what (Activities Inventory and Task Tracker)
Key steps
The Operations Management System™
What is your desired outcome?
How is it best documented?
Who is currently responsible for the process?
What tools support the process? – software systems
Roll out, test and amend,
Include in your Operations Management System™
A few examples
The Operations Management System™
14
They meet contractual, statutory and regulatory guidelines
Make sure
The Operations Management System™
They have a unique reference number and have been authorised
They are clear and concise, simple and understandable, tested and amended, quality controlled and well communicated
They have quality at the core!
They have interrelated and interactive processes
You create a library of templates, letters, emails and forms
Telephone and email enquiries
A few to think about
The Operations Management System™
Client hospitality
First meeting confirmation and information
Conducting a first meeting and follow‐up
Information gathering and business implementation
Report writing and creating a financial plan Report writing and creating a financial plan
Client file management
15
BestBest Practice
The process
Two areas of continual improvement:
Continual Improvement
o The business
o You!
Feedback – positive and negative
16
Adopt the principles of BS ISO 22222:2005 and BS 8577:2012
Business
Continual Improvement
Continually strive for “best” everything!
Constant questioning – how can we improve?
Communicate and reward for improvements made
Implement a continual improvement policy
Inspire others to improvep p
Clients, colleagues, professional partners and introducers
Feedback comes from
Continual Improvement
Professional bodies and the regulator
Quantitative or qualitative
Feedback can be
Formal or informal
Verbal or written
17
Be upfront, open and honest about feedback
Key considerations
Continual Improvement
Collect and record all feedback – review the current methods!
Always encourage feedback and acknowledge receipt of it
If negative, resolve as soon as possible
Feed back to the feedback giver about action taken and follow‐ups
Review all feedback regularly at monthly meetings? Review all feedback regularly – at monthly meetings?
Feedback needs top management buy‐in!
Unique Team
Receptive Delegationp g
Operational Excellence
Eliminate Complexities
Operational Excellence
Best Practice
18
So What Next?
Create change – don’t just manage it!
Engage the rest of the team
Allocate responsibilities and create a plan
Start the project and constantly review progress
om
If you need help...Best Practice Toolkits!
Raising the Standards ‐Workshop!
www.m
ichellehoskin.co
Only 30 copies available...TODAY!
Further Information?
Please contact me or a member of my team:
Tel: +44 (0)1462 790894
Web: www.standardsinternational.co.uk
Twitter: http://twitter.com/SIISO22222
LinkedIn: http://uk.linkedin.com/in/standardsexpert
Email: [email protected]
19
