As implied by the term “lean”, this process involves taking current HR strategies and streamlining everything into an efficient, continually evolving section of the company.
Because HR started as an idea that has solidified over time, there are still many issues within every company that prevent human resources from working at maximum efficiency.
By designating and fully defining each leadership and managerial position as well as redistributing job functions among the team, the lean process turns HR into a well-oiled machine capable to adapting quickly and easily to any situation.
HR is no longer a small piece of a company, there are large numbers of workers dedicated solely to making the department work. There are several processes that are either not handled as well as they could be or there are too many people assigned to one task.
It is up to the board to meet and discuss these issues. By talking out and locating the weaker points of the HR process, they can then work to streamline everything that needs to get done. Once the tasks have been redistributed to better help the department, more time and energy can be put toward new projects that help further the company.
With these changes comes the need to understand that this process must remain fluid.
Each leader and each manager must continually approach the HR processes with the mindset that it could still be more efficient. Along with the new projects introduced after a previous lean consolidation, the lean process must always be promoted and reworked. By giving the new projects time to settle in, it becomes easier for a manager to determine just how it can be readdressed to smooth out its process and make time for further integrations.
Managers generally have the final say in how things are run in the office, but this does not go without feedback and critique from the team.
In order for the process to work, employees must be consulted for their ideas on how (lean) processes should run. Their advice is indispensable when it comes to proposing and executing a new strategy. If employee values and discussions are ignored, management may very well end up employing a new HR model that is far more detrimental to progress than advantageous.
By consolidating ideas, plans, and processes, the managerial team helps continue a lean process for HR operation. This cuts away the unnecessary aspects that can delay or halt a project in favor for example regulations that make sure the stream of work flows continually. By utilising employees’ methods and continually altering and refining strategy, management can keep HR as an efficient and optimized section of the company. And in today’s day and age, the People function is the most valuable asset to a company’s success.
(c) New To HR.
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