Articles tagged "Job Responsibilities"
The Vice President of Human Resources called. “I need to create a Strategic Workforce Plan for our company, get our leadership team on-board, teach all managers how to do this, and then implement this thing. How do I create this so it makes sense and doesn’t alienate everyone in the process?” That’s a great question, because the key issue is not “How do I do this?” The key issue is, “How do I get the leadership team on-board with me to design, implement, and use this plan to ensure we have a talented and flexible workforce now and in the future?”
It happened again. As I was talking with Don, a business owner, I mentioned the importance of creating systems and documentation for his business. Don responded the way many small business owners do, he tried to not roll his eyes as he attempted to change the topic. I could almost hear him thinking to himself, "Bureaucratic mumbo-jumbo." However, I took a few minutes and elaborated for Don's - and his company's - benefit.
Developing Systems by identifying and then documenting the critical processes and procedures within your company is crucial. It is one of the most under-valued but important tools in helping you transform your business from a job that provides you with an income to a stand-alone, sellable business - that's worth more than you may realize.
How can this be? Well it's really rather straight forward and simple in its concept, but like most things of value, it's not easy to do. It takes time, focus, and input from everyone in the organization. But it is do-able. So let's review how you do it and the value it can generate for your business.
Identify the critical processes.
Have every employee (and yes I do mean every employee) identify the top five tasks they do or responsibilities they have that are critical to production, customer service, business operations, etc. (This is especially important if only one person knows how to do a specific task! If more than one employee does the same task, have one of the employees select another task to document.) Then have each employee write down a step-by-step checklist or procedural outline of how they do each of those five critical tasks. Have each employee document with enough detail so that if a new employee were to walk in the door tomorrow s/he could pick up the list and at least do the basics of the task. You want that much detail.
Identify the best practices.
Have all employees who do the same tasks, review and discuss the processes as documented to identify if they all do the task the same way. If so, great. If not, why not? What is the best way to do each task and why? Have the team debate this and you also get involved if need be. The objective is to identify the best practice for each task or process - and then document it.
Realign position responsibilities.
Separate and realign position responsibilities if needed to reflect the newly identified best practice procedures.
Store all procedures.
Create a knowledge warehouse on your organization's server or locate the newly documented systems in some other easy-to-access location. Ensure all staff can refer to the necessary procedures as needed.
Enhance efficiencies and cross-train.
Use the documented procedures to train staff on the newly identified best practices. Also, take the time to cross-train staff on critical processes to ensure that the work can continue to flow as employees take vacations or transition to new positions.
Continue to develop the talent and skills of all employees by regularly asking them to review and debate their current best practices. They'll continue to think about efficiencies, problem-solving, and working together. They'll become more productive, more independent, and more engaged in helping you grow your business.
So how will this help you raise the value of your company? By getting the information out of people's minds and documented within a knowledge warehouse, you create another tangible asset your company has available to sell along with its equipment, facilities, etc. You've got a talented workforce with a documented, turn-key way of running your business. Now that's valuable!
Do the unthinkable -- be your own customer. Take a critical look at your organization one afternoon and walk through the front door as a first-time customer would.
Notice things such as the clarity of your website, the friendliness of your telephone receptionist, the lighting and cleanliness of the floor, countertops, and displays. Notice the arrangement of your information, merchandise, and the responsiveness of the staff. Do you feel comfortable and are you welcomed, or do you feel frustrated and as if you're an interruption?
If you sense anything other than comfort, being welcomed, and pride in your organization, you've got work to do. Because any other feeling you sensed, is also being felt by prospective customers -- and you could be losing customers because of it!
So do yourself a favor. Notice and address the "little" things seen on the other side of your business. You'd be amazed at the "big" changes in new customers, customer satisfaction and retention that can develop.
Copyright MCMXCVIII - Liz Weber, CMC, CSP - Weber Business Services, LLC.
I recently read an interview with Jim Loehr, the co-author of ‘The Power of Full Engagement’. Mr. Loehr’s expertise is in personal “energy management”. According to Mr. Loehr, only one in four people are ‘fully engaged’ at work, which means that only one in four people bring their best energy to work. Also, according to Mr. Loehr, the number one enemy of ‘full engagement’ is multitasking. As Mr. Loehr says, multitasking “just means that you are not fully engaged in anything and that you are partially disengaged in everything.”
He didn't realize he'd even said it, yet my husband had stopped in his tracks and had basically bellowed the question across the dining room of one of our favorite lunch spots. Upon entering the dining room, he'd done a quick scan to ensure April was there. When he didn't see her, without thinking, he opened his mouth, the question came out, and all the patrons, the other servers, and the chef stopped and looked at him.
"She took the day off. She'll be back tomorrow," the Chef growled.
My husband, Bob, continued through the dining room and joined Gina and me. "Well this stinks. She's not here," he said. "I know. It's Thursday and she's supposed to work Thursdays, " I whined. "So much for our strategy of coming here today because April would be here." Gina grumbled.
OK let me give you some background as to why we three adults were basically acting and sounding like whiny, spoiled kids because April wasn't working that day...
When our various schedules allow, the three of us eat lunch together during the week. It's our time to get out of the office, get away from the computers and phones, decompress, and well... eat. There are a limited selection of restaurants near our office building, so we've honed our favorites down to a handful. One of those is this particular cafe. The food is amazing. Truly. The chef makes incredible sandwiches, salads, soups, and other specials of the day. However, the service is not amazing. It's not even good. It's... tolerable. The chef growls and isn't sociable. The service staff is slow, disorganized, unfriendly, and let me say again, slow. It's not unusual to have to wait 45 minutes for a sandwich. But the food is amazing when it does finally arrive, so we typically select this restaurant when we don't have to rush back to the office.
Two months earlier, we had decided we could "waste" a bit of time over lunch so we selected this cafe. When we arrived and grabbed a table, a new server came to our table within 30 seconds of our having sat down. This shocked us, but then she took the shock factor up a notch because she was friendly. She even asked if we wanted menus or perhaps were already regulars who knew what we wanted. Then she took our drink orders. When she hustled away, the three of us looked at each other rather stunned. THIS was a whole new level of service. But the intrigue continued. She brought us our correct drinks in less than five minutes, and she somehow managed to have our food prepared so she could deliver it to our table in under 15 minutes! Amazing! Needless to say, we enjoyed our lunch and she received a nice tip.
The following Monday, I was traveling when I received a text message from Gina. Her name is April. She works Mondays, Thursdays, Fridays, and Saturdays. I had no clue who or what she was talking about so when I asked, she texted back: The waitress! Her name is April and we got her schedule! Obviously Gina and Bob were at the cafe again and were enjoying lunch because of April.
When I was back in the office the following week, and lunch rolled around the conversation went something like this, "What are we doing for lunch today?" After the typical "Oh, I don't cares," and "I don't knows," I realized it was Thursday so I said, "Hey, it's Thursday! April's working today!" Without another word, the three of us headed out the door for lunch with April. When we arrived at the cafe, April smiled, pointed us to a table, joined us at the table and said, "Hey there! You're back. Would you like your usual drinks? Two waters and I believe you had an unsweetened tea the last time you were here right?" Holy cow this woman is amazing! She remembered me and what I like to drink! As was becoming the custom, she brought us our drinks quickly and again in less than 15 minutes -- our food. As she placed the food in front of each of us, she said, "You're going to love this special today. It's amazing." The food was amazing. It always was, but April was amazing and because of April, this cafe was now amazing.
So here we were, just a few short weeks later, and there was no April. Granted she was only gone for one day, but we all felt deflated. Sure the meal would be good, but we were back to the former level of service. No other wait staff would remember our drinks, no other wait staff would be particularly friendly, no other wait staff would hustle to get our meals to us, no other wait staff would make the experience amazing. They would take our orders and serve us our meals. That would apparently be enough for them. But it wouldn't be amazing for us.
April takes her job seriously. She doesn't do anything terribly difficult or technical. April simply ensures her customers are welcomed, remembered and served in a way they appreciate. April knows her customers expect a great meal. April ensures they have a great experience by doing what her customers appreciate. April is amazing.
So what might cause one of your customers to bellow, "Where's April?" What might cause your customers to wonder where the amazement is in how you service them? How do you train your staff to provide April-like service? What does your staff do to make your customers want to come back time and again. How have you created consistent April-like experiences for your customers?
Where's your April?
Copyright MMXIII - Liz Weber, CMC, CSP - Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890
Liz supports clients with strategic and succession planning, as well as leadership training and executive coaching. Learn more about Liz on LinkedIn!