Your organization is in a solid position to let people perform at their best when:
1. The customer centric strategy is in place
2. Leaders are ready to take leadership
3. The right change management is in place to anchor transformation
From this position you enhance productivity through a practical combination of LEAN & Six Sigma. However; we have seen many examples of too complex and too academically founded LEAN & Six Sigma implementation that didn’t generate the desired value. This is why we use a simple 6-step model:
1. Define what processes you have
2. Identify which processes bring most value to your customers
3. Define process teams
4. Implement performance management for the process team
5. Optimize (often there are several “Low hanging fruits to pick”)
6. Reflect and learn continuously
To support leadership development, it is important to work on how transformation initiatives like organizational changes, leadership development programs and implementation of a process mind-set are implemented in the organization. Secondly it is important to evaluate how to engage employees in the transformation initiatives. This is done by creating awareness around the big picture of the strategy. The big picture is created by the WHY of the transformation initiative preferable linked to company values.
We base our change management on simple, effective tools enabling people to support the business.
We have seen companies use resources on strategies that aren’t fully implemented and therefore don’t really impact daily operations. In best case such interruptions don’t impact bottom line negatively. In worst case it creates confusion – for customers and employees and thereby has a negative impact on customer satisfaction, employee engagement and bottom line.
Given that we have worked as individual employees for years and added more than 10 years’ of management experience on top, we know what we are talking about when strategy comes to execution. Where other consultants might not have the insight around daily operations to support you with the implementation part, then Stratex has and we know what good looks like. We find this area of highest importance and offer to take responsibility through interim management or with implementing change management packages to secure implementation of your strategy.
HR needs to have the operational aspects running like a “clock-work” when the target is to impact business strategy. This will ensure that the company is efficient, maintain a strong reputation while at the same time the daily dialogue is kept at low risk of derailing into operational topics. We support your business through mapping and implementation of clear & transparent HR processes ensuring low risk operations. Typically we see a need to optimize and ensure legal compliance within:
1. Recruitment & contracting
2. Work environment
3. Performance management
With the basic HR Operations in place, then focus turn towards support within organizational design. This will ensure a structured approach when your organization continues to grow.
From Local to Global
Next focus area is to evaluate if your operating model benefits by going from local to regional or a global setup. A thorough evaluation of the optimal sourcing setup for HR processes will reveal if there are potential benefits from outsourcing parts of HR Operations. At Stratex we have been through these evaluations in both a local and global setup and we have experience with tailor making the best HR operating model and the competencies needed to make it effective.
Outsourced HR services
More and more HR functions work in a setup that calls for standardization and harmonization. In some cases the function benefits from a regional or global setup for selected services like performance management, recruitment or payroll. A standardized setup opens for a sourcing evaluation where parts of HR can be outsourced. However; through a sourcing evaluation it should be discussed which setup generates most value for your company – is it to maintain the in-house setup or to use a hybrid, fully outsourced or even back-sourced setup?
Seen from an HR perspective
Outsourced setups increase complexity and the need for specialized competencies. Needed competencies are:
· Service control
· Finance control
· Change management during the whole process
Change management is often not given enough attention. If this is the case then outsourcing is at risk of not succeeding; employees get de-motivated and customers get confused or even experience services failures. Given these challenges, outsourcing needs to be carefully planned and managed throughout the whole process.
With HR´s focus on talent management, leadership development, culture and performance management then a gap towards outsourcing competencies can be expected. With support from Stratex you bridge that gap and acquire the HR sourcing competencies needed for a limited time. The result is HR Partners who do what they are best at while you ensure transformation towards a setup with focus on what is right for the business.