Posts Tagged ‘Leveraging’

Leveraging The Enterprise-Wide Knowledge Base

December 28, 2009

The safety and efficacy in the Six Sigma project relies heavily on the effective use of enterprise-wide knowledge of the implementation of the project team. Hope for the best would hardly make sense if the team lacks overall knowledge of the goals, customs and the wealth of knowledge and practices throughout the organization in specific and cross-industry knowledge in general. It is well know for the implementation of the project team is essential for alternativePractices and strategies within the organization are available, and current status of the project.

Existing businesses benefit from the Knowledge Base in Six Sigma

To expand the knowledge, than in any of the following companies:

1. The How and Why of the process, the implementation of the objectives and change management strategies

2. The knowledge about the company, including the goals and the current co-existence of alternatives, etc.

But it is easystriking that the availability of information is available on both a chronic shortage. The way to look at moving situations like this with the familiar tools for knowledge sharing such as brainstorming, innovation and organization of ideas that help will be ideas from the box.

In essence, Six Sigma is not self-sufficient, and somehow, inexplicably, still in a rut that it is enough to solve the problem, if one is found alive. So, as a logicalTherefore, they wont habits, the lines between tool-specific knowledge and skills, the missed opportunities due to lack of initiatives for innovation and broader perspectives will be drawn.

Valuable land out of knowledge about the project

Enterprise-wide knowledge is quite capable of an all around contribution to the overall cause of the Six Sigma implementation. Combat a complex problem with problem-specific specialization is meaningless and the efficiency of project teams on edge.

Take a look at DMAIC again in the measurement of the stage, choosing the right metrics is only half the job. But the knowledge about how to simplify and easy, and in the control of the stage things rationally question: How could anything be better? Why was it errors, such as measurement and control processes for the best implementation can be automated, etc.

Opportunities for the use of Enterprise Wide> Knowledge

Take the 2-bodies, which are very effective ways of knowledge to the surface.

1. Retrospect Retrospect than the profits of a pilot project or a current project and discuss the reports of an inspection. Retrospect provides an insight into the reasons for success or failure to win.

2. Action Reviews This is a fact-finding exercise on the difference between two parameters, such as focus, what has happened and whatplanned.

Access to enterprise knowledge can be possible not only by the violent property. Use of sympathetic and facilitation techniques must be used to make cross-departmental knowledge. Some other techniques to bring this knowledge to the surface, are hereinafter

1. Peer Assist Program, the face-to-face interactions

2. Rating contextual relationships between the projects

3. Final, stage-specific, project documentation

Leveraging Technology for Organizational Excellence

November 12, 2009

Technology & HR-lever for the other: "Technology and HR are key technologies for enterprises. The integration of the two would not only signify the harmonious co-existence, but also a lever for the other. Leveraging technology for HR would mean the digitization secular HR activities and the automation of back office and transactional activities related to recruitment, performance management, career planning and succession planning, training and knowledge management.Leveraging technology for HR is to manage change with the technology through communication, education related, recruitment, retraining, stakeholder analysis and keep conscious. So they can complement each other. "

HR Technology and two have one thing in common: ie, these two are to facilitate the economy.

More recently, the technology is synonymous with information technology, than almost any other technological developments of the past would have affected the whole spectrum ofCompanies has influenced information technology. Regardless of the type of business you have the means, services or goods, raw materials or trademarks, trade or manufacturing, modern or traditional use of information technology in one way or the other is a foregone conclusion. For the management and use of technologies in an effective way all companies should have business knowledge workers. Managing the knowledge worker is the responsibility of the HR function. Therefore, theIntegration of technology and HR is an absolute must.

Having understood technology and HR in this context, we must understand the integration in this context. Integration would not only exist harmoniously side by side but would also mean means an improvement and completion of another, is the technology used to measure the effectiveness of HR and HR functions to help improve the adoption and management of change, the spread of technologies brings in.

Leveraging technology for HR

HR Management asa function for the deliverables such as business strategy execution, administrative efficiency, employee willingness to change and ability to be responsible. All these, by what HR people who will not be carried out ie, personnel, development, compensation, benefits, organizational design, communication design, high-performance teams and so on. In the majority of the areas of technology is used.

e-Recruitment

Recruitment is an area in which all businesses pay, IT use their names. There are twodifferent models of e-recruiting, which are in vogue. An attitude is through their own company sites and the other is a host for your call at the other sites such as Monster. Com, jobsdb.com, jobsahead.com, naukri.com and jobstreet.com, and so on so forth. The first model is popular with larger companies who prefer a brand for potential employees, such as GE, IBM, Oracle, Microsoft, HCL, ICICI, Reliance, Mindtree Consulting, etc. Other companies prefer to go to construction sites. SomeAdoption are the two.

E-recruiting has gone a long way since its launch. Now these pages have gone global. Sites such as monster.com and jobsahead.com have established global network, the separate sites for jobs in Australia, Denmark, Belgium, Canada, covers, etc. job in the position to job losses by region or country and target potential employers looking for employees in each countries. For example, 3Com recently published a corporate profile on the Ireland site, which highlightsContributions of the Irish 3 com design team at its global projects.

Has been plagued in the early days of e-recruiting, with floods of employers with low-quality bio-data. Again, technology as a savior to come. Now, pre-employment tests such as Capital One, a U.S. company in the financial sector, help in the filtering of applicants introduced. These tools online tests, for example, applicants for call center. 'International View' Texas-based provider of employment reviews, has developed instrumentsThat allow the rapid translation of assessment tests between languages. Other developments, such as video-conference specialized websites, online lead management settings, and combination of online and offline methods to more businesses through e-recruiting at least a secondary setting method. Arena Knights Bridge, a U.S. IT company carries video interview on its prospective employees, and only short listed employees are personally affected. Even Cisco was to launchsame.

Employee Self Service

Employee Self-Service is perhaps a benefit of IT, HR, which has relieved the most mundane tasks, and helped her to improve employee satisfaction. Employee Self-Services is a multitude of small activities that were previously performed by workers through the administration wing of the HR. These are travel bookings, travel information, rules, travel accounts, leave rules, management, administrative leave, etc. Perk Earlier all these rules and information were Custody of HR. Each user employees were expected to achieve, to HR and get it done. Now with the use of ESS in most companies, employees can travel related online booking request, fill his TE bills, apply for leave time log sheet and see his value benefits and paid by, etc. For example, in Ballarpur Industries Ltd. Administrative leave is digitized in its headquarters. It works on digitization travel activities, benefits and compensation> Management and performance management administration. "Digitize or outsource all mundane and routine focus only on core and value-added" – Vineet Chhabra VP PDC Bilt.

Communication

Communication, which has spoken most about the management tool always been a gray area in the HR management. In large companies with large geographical distribution of communication with all employees really made tremendous challenge for HR professionals. The technology has come againfor the rescue. Starting with telephone, fax, e-mails and maturation in video conferencing, net cast, webcast, etc. Communication is an area of HR, which will greatly benefit from the technology. Mouse-and-click companies like Oracle, IBM has an intranet, to provide most of the information needs of employees. Brick & Morter companies like BILT, a trip to the provision of intranet for internal communication that has made corporate bulletin board, media coverage, and knowledgeCorners.

Knowledge Management

Another area of HR, the technique uses, is the development of its employees. Programmed learning (PL) ie learning at their own pace is one of the most effective methods of adult education. Use of technology for this purpose can no longer emphasized. Aptech Online University and "The Manage Mentor" are just some of the Indian sites, which in this business knowledge, these are an integral part of every learningOrganization that can not be reality without technology. Companies can make available the knowledge of their staff by cataloging and hosting on the Intranet. Talk about "Big-5" or not "as big" consulting companies you will find that the stay is essential to find their own teaching, the knowledge repository. The technology has allowed them to him immediately retrieve. In the competitive environment in which speed is the name of the game is continually offers a technology-driven knowledge managementstrategic advantage.

If you are HR module of ERP solutions such as soft, SAP, Oracle and Ramco, they offer a comprehensive package that helps in man power planning, recruitment, performance management, training and education, career planning, succession planning, separation and complaint handling. A transaction is done in all these areas will be digitized and form a closed loop to ensure employee database updated always. For example, a letter of admission of a new employeeis system generated. It will only be printed when to enter all required fields of information. Likewise, a transfer or a separate letter is from the system only if the transaction were issued implemented in the system.

For career planning, are used to success in planning, skills and competencies matrix methods of most of these systems. They are looking for someone with the necessary skills first in-house database of employees. Once in practice, in the letter and spirit, these areSystem not only improves business results by selecting the right candidate for the right job, but also improves the retention of employees.

Processing payroll, churning time office reports, and provides HR-MIS are some other routine activities of HR taken to off-load technology.

Leveraging technology for HR

All HR professionals, preaching or practicing, learning or experimenting or have undergone training or study, for the HR-technology uses. But most of us come acrossa situation where we need to use for the HR-technology. Let us understand what we mean by that.

Whenever new or updated technology used is a modification. Such a change may, on the activity level, such as using a vacation over the intranet or on a mental level model, the digitization of the process of succession planning, for example, the HR professionals have been forte. People have always registered adoption change. This is an area where HR professionals to provide meansto "change agents" and the process of technology adoption and change lead. The resistance to change is directly proportional to the speed of change. Now, speed of change has increased and thus resistance.

Just to mention one example, most ERP implementation in the world not in a position to surpass all expectations. Some of them have failed to deliver at all. In analyzing the cause of the failure has been observed that 96% of failures because of the people, any related questions, and only 4%are because of technology.

These are the people who should make the difference, so HR use its expertise to facilitate the adoption of the technology. I would like to share some thoughts on what HR should ask for them.

At the time of recruitment, stop on hiring for skills and not to hire for the behavior and a learning spirit. Skills of today are tomorrow's no longer valid. Managing change is constantly changing, the only criterion for success.

Can be functional and technical knowledgeacquired during the work. Therefore, recruitment in the technology needs time to undergo a paradigm shift means, from a skill / competency based, it has attitude and spirit of learning capability is based interview. "The rent would be on skills for the future to translate. At IBM, every employee has committed in his / her individual development plan if the employee remain in its learning, one / two new skills every year, so competitive, to fill up every time.

If we look to us to change the chemistry of the resistanceIt is either a player or a question is subject. Is to address the issue, we need a comprehensive solution on the cessation of work (as discussed above), reward, compensation and support to corporate culture change. A vivid example is 3M, a U.S. company, where innovation way of life, where 10% of revenues must come from new products each year. For this change is way of life.

To meet the Organization further question must be a preparationCommunication strategy that creates a "pull" for the technology. For example, in Ranbaxy, as being appropriate for SAP implementation, they expected resistance. To tackle this problem, they started a house magazine for the training of employees about the benefits that since the adoption of ERP, SAP results were addressed. This led to a necessity and not a potential need or a latent need was brought. Adoption of ERP is not much of a problem.

Temporary transfer of technologies is a perceivedThreat by the employees, for example, automation leads to reduction of workers, office automation leads to cuts in HR staff, etc. must be reconciled with the technical acceptance from beginning to end in combination. When selecting the technical phase, where HR is linked, it can take the necessary skills and create a map drawn in the implementation and adoption. Post a presumption can not re-release the excess attributable employees.

To take this process better we can understand,Example of ERP implementation. ERP is an example of a technology adoption since it hit the impact employees in the org. regardless of function and position. Any other automation is only one segment of the organization are affected. ERP implementation in an organization goes through the following steps.

1. Select Package

2. Business analysis

3. Solution Design

4. Configuration and customization

5. Conference room pilot (CRP)

6. Go-live and production

At each stage has HR, is a role which help to mitigate the opposition to play against changes.

When selecting this, the agent can understand the change that will benefit companies like this would bring ERP. This would help him to seek a comprehensive communication system to create a "pull" for the change were. The communication plan can use its various weapons from the arsenal. The examples include newsletters, News Flash. In-house journal, addressing top> Management, web cast, open day sessions, meetings, formally and informally.

In the business analysis phase of the implementation team will analyze existing business processes. Sometimes this leads to surface treatment of some data that is not very desirable, by the process owners, leading to resistance at this time HR must be active again and to carry out a detailed stakeholder analysis. Such an analysis should give an advantage to potential areas of the problem and the possible championschange.

Solution design includes the definition of "To be, ie processes, the type of business would be conducted in future. In this phase, HR has to play the role of a catalyst to activate the heat. The idea is to make sure to make maximum out of one occasion Package Enabled Business Transformation. HR can educate a role by the arrangement and form to the right people to play the best business practices, just before this phase.

During the configuration and customization of HR has to beat to keep theDrum, is the adaptation of a standard package, a big no-no. Also during the conference room plotting (CRP) should be considered when determining the right people to be involved in CRP to help. A thorough examination would be living at this time results in less pain at the time of going to. This is also time for the training of end users, the people who go in order to focus the system immediately put to use. Ensure training, retraining, training for all potential users to be comfortable with the use of softwareBefore the live system.

During the go-live stage over time, HR has to work together to continue the motivation levels high. This is the time starts when the management of the patient to lose than a dent in the other may still display as well as stop and take the business. At this stage, HR has to play "conscious keeper" for the top management once the transfer of the surplus product is a challenge, for it to before they are made.

This example shows thatInvolvement of HR throughout the life cycle of technology is valuable. ERP is not unique. It is for any other technology, acceptance of only finer details may differ materially true. Therefore, HR must play an active role, rather than just a silent spectator or a mere executor of the wishes of business or chief technology officer at the technological changes.

Having put the case in another perspective, it seems only logical that use technology for HR and vice-versa.