• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Why processes rule and how to make them better
 

Why processes rule and how to make them better

on

  • 1,722 views

Comments are highly appreciated! My view on processes, their design and the general pitfalls of processes in corporate environments. As an example, I added my view on how recruiting processes should ...

Comments are highly appreciated! My view on processes, their design and the general pitfalls of processes in corporate environments. As an example, I added my view on how recruiting processes should work, which is a work in progress.

Statistics

Views

Total Views
1,722
Views on SlideShare
1,695
Embed Views
27

Actions

Likes
4
Downloads
16
Comments
0

3 Embeds 27

http://www.linkedin.com 18
http://pinterest.com 8
https://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NonCommercial-NoDerivs LicenseCC Attribution-NonCommercial-NoDerivs LicenseCC Attribution-NonCommercial-NoDerivs License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Why processes rule and how to make them better Why processes rule and how to make them better Presentation Transcript

    • WHYPROCESSESRULE
    • INPUT WHAT IS A PROCESS? OUTPUT In engineering a process is a set of interrelated tasks that, together, transform inputs into outputs.
    • EVERYTHING IS ISN’T A PROCESS There are things and there are processes. A process can make a thing into another thing, but a thing is not a process.
    • A PROCESS ALWAYS PRODUCES RESULTS They will not automatically be good or eventhe correct results, but it will always give out a result.
    • RANDALL MUNROE @ XKCD (HTTP://XKCD.COM/978/)
    • PROCESSES ARE EVILBad processes are the son of Satan, yes. Especiallythose which are forcefully implemented. The good ones we don’t even notice.
    • THE 3 PROBLEMS?1. We don’t know why we have a process2. We don’t know what the process is3. We don’t know how to use the process
    • ONEWHY DO WE HAVE A PROCESS? Without everyone understanding the benefit of the process, it’s really hard to motivate people to follow it.
    • TWO WHAT IS THE PROCESS?If the people don’t understand what the processdoes, what’s the input and the output, it creates more problems than solves.
    • THREE THE PROCESS IS A PAIN IN THE ASSThis feeling usually stems from poor usability. An IT system is a thing, not a process, but often people think that a system is a process.
    • oo E THIS IS WHY PEOPLE USE PROCESS AS A SWEAR WORDWe don’t know why we have a process, what it doesand even then it’s a pain in the ass to use because it was designed for someone else but me.
    • SECRETLY, EVERYONE WANTS A GOOD PROCESSThat’s why we copy the good ones constantly,without even knowing them. “Did you see howthose guys do this and that, we should do this and that too!”
    • HOW CAN I MAKEPROCESSES RULE AGAIN?
    • ONE NO PROCESS IS BETTER THAN A BAD PROCESSA bad process can be a road heading to thewrong direction. We don’t want to go there.Don’t develop processes because processes are a must.
    • TWOPEOPLE WILL ALWAYS PREFER THE SHORTEST ROUTE That’s a good thing. Don’t think them lazy, think them efficient. They are on to a process, improve on that.
    • THREE NO ONE CARES OF YOUR PRECIOUS IT SYSTEMSA system is nothing but a tool, don’t assume that buying a system will immediately improve your work. It won’t.
    • FOURUNDERSTAND THE NUMBERS BEHIND THE PROCESS If you can quantify your process, it’s much easier to see its impact. Without real data, you’re just guessing.
    • FIVEIF THEY COMPLAIN, IT’S BROKEN This is very simple: A good process helps people be better and make it easier at their work, not cause them more work.
    • beans SIX COMMUNICATE THE PROCESS Don’t just implement – communicate and inspire. Let people know why and what the process is all about. Then listen.
    • O buzzsaw i SEVENBUILD AROUND THE PROCESSOnce you understand your process, design it usable. You might not have the tools to usethe process - even when the process is good.
    • EIGHTCHANGE MANAGEMENT MEANS YOU HAVE ALREADY FAILED If people are fighting against the change, it means the change is not for the good. Sure, people resist, but if you provide something better, they will use it.
    • NINESTART SMALL, GROW SLOWLY A process shouldn’t be a massive megasloth. Start with small, important issues and when they work, go deeper. ii
    • TEN DON’T BE AFRAID TO FAIL No process will be correct the first timearound. Try, test and iterate. That is the path towards greatness.
    • 5 ELEVEN MANUAL OR AUTOMATICWe might have the most computing powerever, but we’re using less automation than ever. That has to change.
    • TWELVEBREAK IT INTO PIECES, THEN PUT IT BACK UP AGAINEverything is easier to understand, when it’s insmall enough parts. Imagine your process as a pile of Legos.
    • THE THREE MAJOR STEPS1. Learn why you have a process, turn it into numbers2. Draw out and clean the process, communicate it3. Design process tools that people want to use
    • END OF PART 1 z zZzz i i
    • PART 2EXAMPLE: RECRUITING
    • “I CHOOSE A LAZY PERSON TO DO A HARD JOB.BECAUSE A LAZY PERSON WILL FIND AN EASY WAY TO DO IT.” Bill Gates Bill Gates
    • RECRUITMENT HAS ALWAYS BEEN A PERSONAL THING. It’s been handled face to face or at leastthrough the telephone. That model was based on the concept of apprenticeship and comes from a time of age long working careers.
    • 9.2 9.8 11.31976-1998 1996-2000 1978-2010AVERAGE NUMBER OF JOBS HELD BETWEEN 18-46 YEAR OLDS IN THE USA Statistics from the Bureau of Labor Statistics (BLS), U.S. Department of Labor
    • WE DON’T WANT A LONG CAREER. They want to earn when they need to andthey want to change often and the market has responded to this.
    • WE CAN DIVIDE THE MASSRECRUITMENT PROCESS INTO FIFTEEN STEPS
    • Create a job Create interview Work contract01 advertisement 06 lists 11 creation Job posting Interview Offer other02 finding 07 acceptance 12 suitable jobs Interview03 Job application 08 scheduling 13 Signing Data gathering04 and sorting 09 Final qualification 14 Starting Participant05 Initial qualification 10 messaging 15 Follow-up
    • Create a job 01 advertisement GET GOOD DATA NOW, BENEFIT LATERThe better data, the more automation we are able to perform in the future. Benefit: Create once, use many times. Better data from the start.
    • Job posting 02 finding MAKE JOBS EASY TO FIND AND SHAREOnce we have good data, we can share it into many systems and user interfaces. Benefit: API allows use in several channels with a single data input.
    • 03 Job application ASK ONLY WHAT’S NECESSARYWe defined the needed info, let’s stick to that. Benefit: Better forms to deliver just the necessary information and better data through design.
    • Data gathering 04 and sorting AUTOMATIC STACKINGYou don’t need all of the applications, weed through them automatically. Benefit: Less time used because less applications to go through
    • 05 Initial qualification SPECIFY PARAMETERS AND EXECUTE Poor matches are automatically refused, storedand sent a “thank you for participating” message.Benefit: Keep people happy by letting them know that you’re not interested and not waste your own time doing so.
    • Create interview 06 lists SIZABLE CHUNKS AUTOMATICALLY Don’t make a list of a million names, make twenty lists of ten people instead.Benefit: Easy to use and quick lists, already put on schedule into right size groups
    • Interview 07 acceptance SCHEDULE INTERVIEWS AUTOMATICALLY Accept your interview with a simple airport styleSMS with a YES/NO option for a pre-selected time.Benefit: Less hassle, less options means fuller group interviews and automation means less calls made in order to get the interviews
    • Interview 08 scheduling LET PEOPLE DECIDE ANDROBOTS HANDLE THE RESTAutomatic scheduling and conflict solving.The less calls, the more functionalinterviews Benefit: Less manual work, more time to actually prepare for the it gets.Benefit: Less manual work, more time to actually prepare for the interviews
    • 09 Final qualification THE TOOLS TO MAKE THE DECISIONS Give the interviewer a tool to view andrecommend people for jobs in the same tool. Benefit: Better communication, all the tools and info ready at the interview
    • Participant 10 messagingLESS MANUAL LABOUROnce the decision is made, the systemautomatically sends a message to all. Benefit: A happy client is a good client
    • Work contract 11 creation AUTOMATIC CONTRACTS Once the best ones have been found, the system will send the proper work contracts.Benefit: No copies of files, no downloads or attachments, clean and thorough process
    • Offer other 12 suitable jobs IF NOT THIS THEN THATA lot of people will not get the job, can we match then with others we have? Benefit: You only hire a small part, why waste the rest?
    • 13 Signing MULTI-PURPOSE TOOLSUse the interview tool to schedule a signing timewith approved candidates if they can’t sign online. Benefit: If you already built it, it’s good to use it more often
    • 14 Starting FIRST TIME USERIt’s nicer to start a new job when you have all the relevant information available. Benefit: Happier clients, better results and a good start for the new job
    • 15 Follow-up STAY IN TOUCH WITH YOUR FORMER EMPLOYEES Keep contacting your chosen ones when a good match hits the scanner.Benefit: You already chose them once, they might be good enough for another job
    • THIS IS A STARTING POINT FOR IMPROVEMENT AND DESIGN
    • buzzsaw i THANK YOU ALL TEXT AND ILLUSTRATIONS BYoo Markus SandelinE @banton markus@kingmuffin.com 5