New Era, New Role

?Today’s business climate is not the business climate of our parents or grandparents. Everyone involved in your organization is now a human capital manager Just what does that mean?

The Groundwork

Go back to your high school sconce class days and what did the teacher do at the beginning of each semester? Just as a side note, I know the answer since I taught middle school science for 6 years. The semester began with a presentation of the scientific method. It began with a discussion on how to conduct an experiment. In this new era I have ot amend what I said above. Everyone is now a human capital management scientist, and we need to question everything.

?System Thinking

Peter Senge in his book Fifth Discipline tells us that one of the characteristics of a learning organization is to create a sense of inquiry. Everything is treated as an experiment. We do not go into any problem situation thinking we know the answer. If you do, you are likely going to be wrong. Wrong solutions. Wrong problem premises. Wrong impact decisions. So, what do we do?

?Step 1: Truly understand the customer needs.

Plan on having a dialogue with your customers often, Mix the interaction up. Hold the dialogue via email, by phone and periodic on-site visits. You want to become one with your customer. The goal is to be able to think like the customer so you can proactively see problems before they become an issue.

Step 2: Seek the real reason for the problem existence

Your responsibility is not to resolve the issue. Your responsibility is to resolve the cause of the problem. Problems do not exist in a vacuum. Thoroughly inquire into what in the process is causing the problem. I guarantee that the cause is in plain sight if you look for it. As a human capital management scientist keep an open mind as to just what that cause might be. Don’t think you have the answers before ding the sense of inquiry.

?Step 3: Begin with a macro view of the process

Like a scientist, ask yourself what could be causing the problem. Do not try and narrow down the reasons. Just list the potential problems and their reasons for existence. Once you have your list, begin the process of trying to make the list smaller by weeding out similar causes or duplicates. The goal si narrow the list down to three to five potential causes.

?Step 4: Identify the stakeholders

With the causes identified prepare a list of all those directly affected by the problem. Be sure to include everyone who touches the problem along the critical chain. That includes your suppliers, your human capital assets and your customers.

?Step 5: Document the steps

Keep a journal to show everything you did to discover the real cause of the problem and your hypothesis as to the solutions. Youi need this for the team’s benefit but also for the rest of the organization and for future teams who may come across a similar problem. Include your failures as well as your successes. As in any experiment, you will make mistakes. The goal is to learn from those mistakes and document as to why the error occurred.

?Step 6: Communicate, Communicate and Communicate

It is critical that everyone in the process is kept in the loop. They need to know what is going on at each step of the experiment. Answer the question what did you do yesterday? What are you going to do today? What are you going to do tomorrow? What has gone right? And What went wrong and why?

?These six simple steps will enable you to move to the new role you now have in your organization. As the human capital management scientist, you are constantly involved in experiments. You are constantly questioning everything. These six steps should provide you with a guide to make your job easier in the future.

Looking for the perfect model for improving your organizational processes? Order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released in February of 2024

About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. For more information visit https://netorg5223078-my.sharepoint.com/:w:/g/personal/dan_dbaiconsulting_com/ETY_Nur5SptJmboTeh04ijUBb39pq5bXzhFAIOJmSOK6Dg?e=EVVhmg or email us at [email protected]

?

?

?

?

?New Era, New Role

?

Today’s business climate is not the business climate of our parents or grandparents. Everyone involved in your organization is now a human capital manager Just what does that mean?

?

The Groundwork

Go back to your high school sconce class days and what did the teacher do at the beginning of each semester? Just as a side note, I know the answer since I taught middle school science for 6 years. The semester began with a presentation of the scientific method. It began with a discussion on how to conduct an experiment. In this new era I have ot amend what I said above. Everyone is now a human capital management scientist, and we need to question everything.

?

System Thinking

Peter Senge in his book Fifth Discipline tells us that one of the characteristics of a learning organization is to create a sense of inquiry. Everything is treated as an experiment. We do not go into any problem situation thinking we know the answer. If you do, you are likely going to be wrong. Wrong solutions. Wrong problem premises. Wrong impact decisions. So, what do we do?

?

Step 1: Truly understand the customer needs.

Plan on having a dialogue with your customers often, Mix the interaction up. Hold the dialogue via email, by phone and periodic on-site visits. You want to become one with your customer. The goal is to be able to think like the customer so you can proactively see problems before they become an issue.

?

Step 2: Seek the real reason for the problem existence

Your responsibility is not to resolve the issue. Your responsibility is to resolve the cause of the problem. Problems do not exist in a vacuum. Thoroughly inquire into what in the process is causing the problem. I guarantee that the cause is in plain sight if you look for it. As a human capital management scientist keep an open mind as to just what that cause might be. Don’t think you have the answers before ding the sense of inquiry.

?

Step 3: Begin with a macro view of the process

Like a scientist, ask yourself what could be causing the problem. Do not try and narrow down the reasons. Just list the potential problems and their reasons for existence. Once you have your list, begin the process of trying to make the list smaller by weeding out similar causes or duplicates. The goal si narrow the list down to three to five potential causes.

?

Step 4: Identify the stakeholders

With the causes identified prepare a list of all those directly affected by the problem. Be sure to include everyone who touches the problem along the critical chain. That includes your suppliers, your human capital assets and your customers.

?

Step 5: Document the steps

Keep a journal to show everything you did to discover the real cause of the problem and your hypothesis as to the solutions. Youi need this for the team’s benefit but also for the rest of the organization and for future teams who may come across a similar problem. Include your failures as well as your successes. As in any experiment, you will make mistakes. The goal is to learn from those mistakes and document as to why the error occurred.

?

Step 6: Communicate, Communicate and Communicate

It is critical that everyone in the process is kept in the loop. They need to know what is going on at each step of the experiment. Answer the question what did you do yesterday? What are you going to do today? What are you going to do tomorrow? What has gone right? And What went wrong and why?

?

These six simple steps will enable you to move to the new role you now have in your organization. As the human capital management scientist, you are constantly involved in experiments. You are constantly questioning everything. These six steps should provide you with a guide to make your job easier in the future.

??????????????????????????????????????????????????????????

Looking for the perfect model for improving your organizational processes? Pre-order your copy of the TLS Continuum Field Guide - How the Theory of Constraints, Lean and Six Sigma will transform your operations and Program flow to be released in February of 2024

?

About the author:?Daniel Bloom?knows HR and Change Management. He’s a speaker on transformational HR, a strategic HR consultant and trainer. Thank you for subscribing to this newsletter. The best strategy that I ever undertook was earning my SPHR and the Six Sigma Black Belt. You can take the same path with our Road to Organizational Excellence Seminar. For more information visit https://netorg5223078-my.sharepoint.com/:w:/g/personal/dan_dbaiconsulting_com/ETY_Nur5SptJmboTeh04ijUBb39pq5bXzhFAIOJmSOK6Dg?e=EVVhmg or email us at [email protected]

?

?

?

?

?